GRANVILLE COUNTY FISCAL YEAR 2010-2011 APPROVED BUDGET · 2016-11-01 · KARTS Funding for the...

GRANVILLE COUNTY

FISCAL YEAR 2010-2011 APPROVED BUDGET

As Prepared By:

Granville County Administration/Finance

141 Williamsboro Street Oxford, North Carolina 27565

Approved on May 17, 2010

Table of Contents

Page I. Manager’s Message i

II. Guidelines & Overview Reader’s Guide 1 Budget Calendar 2

History of Granville County 3 Commissioner’s District Map 4 Fund Structure 5 Cash Management and Investment Policy 6 Basis of Budgeting 11

III. Summary of Positions - Pay and Classification Plan 12 IV. Long-term Planning Forecast Planning Process 19 V. Summary of Revenues, Expenditures and Fund Balances General Fund 27 Revenue Neutral Tax Calculation 28 Other Funds Rev. & Exp. 36 VI. General County Government Governing Board 38 Administration 41 Information Technology 43 Human Resources 44 Finance 46 Internal Auditing 48 Board of Elections 50 Register of Deeds 52 Tax Administration 54 General Services and Court Facilities 56 VII. Human Services Social Services 58 Veterans Services 68 Health & Medical Service 69 Senior Services 71 VIII. Community Services Library System 74 Cooperative Extension 76 Soil Conservation 78 Recreation 80 Granville Athletic Park 82

Economic Development 84 Development Services

Inspections /Planning/ 85 Construction Admin

Page

IX. Education Vance-Granville Community College 92 Granville County Schools 93

X. Public Safety Sheriff 96 Detention Center 99 Animal Control 101 Emergency Communications 103 Emergency Management 105 Fire Services 107 Forestry Administration 110 Other Emergency Services 111 XI. Area Projects and Other Appropriations Special Appropriations 112 Non-Departmental 115 Pass Through Funds 117 XII. Contributions to Other Funds 119 XIII. Contingency 120 XIV. Special Revenue, Capital, and Enterprise Funds Revaluation Reserve 122 School Restricted Capital 123 Debt Service Fund 125 Emergency Telephone System 128 Capital Improvement Fund (CIP) 130 Solid Waste Management 135 C&D Landfill Operations 137 Convenience Centers 138 XV. Budget Ordinance Budget Ordinance 139 Summary of Major Items 144 XVI. Appendixes Glossary 145 County Statistics 150 Debt Affordability Study 169 Vehicle Replacement Schedule 187 Fee Manual 199 County Contacts 219

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To: The Granville County Board of Commissioners Date: June, 2010 I am pleased to present the FY 2010-2011 Approved Annual Budget for Granville County. The Manager’s Recommended Budget was presented on May 3rd, a budget workshop was held on May 13th and a public hearing was held on May 17th. The Budget Ordinance was adopted on May 17, 2010. This document reflects the adjustments made to the Manager’s Recommended Budget during the Board of Commissioners’ budget workshop and subsequently adopted in the formal Budget Ordinance. A summary of these adjustments is attached. The continuation budget is 5.87% less than the FY 2009-2010 amended budget and reflects the requirements to continue operations at current levels with several notable exceptions. The biggest change from the prior year is the move of the Emergency Medical Services (EMS) department from a “county-based” system to a “hospital-based” system under Granville Health System (GHS). This change will transfer all EMS personnel and equipment to GHS and result in an immediate cost savings of $150,000 to the County as well as additional savings based on a reduction in insurance premiums. The first year subsidy to GHS will be $1.25M and will be reduced on a straight-line basis over the next 5 years. The transfer of the EMS department to GHS will result in a strengthened EMS system for Granville County citizens through expansion of services and cost savings. The approved budget provides funding for four new sheriff deputy positions to complete the implementation of security measures at the Courthouse. It also provides funding for debt service and operations of the new library facilities approved under the 2008 library bond issue which required a 2.5 cent tax increase last fiscal year and funding for debt service for the construction of a new elementary school which required a 4.5 cent tax increase last fiscal year. In order to avoid a 12% increase in health insurance renewal costs and an 8% increase in dental insurance renewal costs, the approved budget changes the current health insurance provider, BCBS, and the current dental insurance provider, Guardian, to insurance pools provided by the NC Association of County Commissioners (NCACC). These changes will keep insurance rates at prior year levels and provide additional savings to the County through a multi-pool discount provided by the NCACC. The approved budget decreases the tax rate by 3 cents. A “neutral property tax calculation” rate, as defined by the NC General Statutes, is required to be published in a revaluation year. This rate is 79.67 cents. The FY 2010-2011 approved tax rate of $79.5 cents for each $100 of assessed valuation is less than the neutral property tax rate.

Granville County Approved Budget Fiscal Year 2010-2011

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Total approved revenues, including appropriated fund balance, are $46,897,521. This is $2,922,657 less than the FY 2009-2010 amended budget and equates to approximately 7.63 cents on the tax rate. The budget appropriates $870,530 in available fund balance, which is 1.85% of the general fund expenditures, although it is management’s expectation and intention to revert at least $350,000 of this amount at year’s end. $506,500 of this appropriation is designated as “one-time” expenditures for capital improvement projects and vehicle purchases. Fund Balance is expected to remain strong at 35.49% of expenditures as of June 30, 2010. Putting together a budget is a tremendous effort. The entire Finance Department did an outstanding job in creating an informative and functional document that serves as a management tool and an outline from which to debate policy. A special thanks to Mike Felts, Monique Heggie and Lisa Boyd for all their hard work in putting this budget together. Thanks also to Bobbie Wilson and Debra Weary for making sure that the business of the County continued as we all struggled through the budget process. Department managers did an outstanding job of analyzing and compiling budgets that met the expectations of the Board of Commissioners. They deserve many thanks and tremendous admiration. The people working for Granville County are special people who truly care about their community and making life better for others. I am grateful to have the privilege to work with them. Respectfully submitted,

Brian M. Alligood Brian M. Alligood, County Manager

Summary of Items funded through the Budget Work Session Process As approved by the Granville County Board of Commissioners

For Fiscal Year 2010-2011

Department/Agency

Title

Approved Funding

Fire Services

4.08% increase based on average growth to the tax base. This increases total costs for fire services from $758,661 to $789,615 for fiscal year 2010-2011.

$30,954

Granville County Museum

Funding of requested increase over fiscal year 2009-2010 funding levels. This increases funding from $23,000 to $25,000 for fiscal year 2010-2011.

$2,000

KARTS

Funding for the Granville County portion of new van purchases in excess of the continuation budget funding levels. This increases fiscal year 2010-2011 funding level to $34,859.

$11,328

Social Services

Net local funding level increase for the requested Social Worker III – Child Welfare Foster Care position. Total cost of this position is $47,262 and is offset by $24,215 of additional State and Federal Restricted revenues, netting $23,047 of local costs associated with this position.

$23,047

Fund Balance

Reduction in the use of appropriated fund balance bringing the amount appropriated for fiscal year 2010-2011 to $870,530.

$82,671

Total General Fund expenditures for fiscal year 2010-2011 after the above adjustments to the County Manager’s recommended budget total $46,897,521.

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MigrationConfirmed set by Kbrafford

READER’S GUIDE Thank you for your interest in the fiscal year 2010-2011 Annual Budget of Granville County, North Carolina. This reader’s guide will provide you with some useful information, which may assist you as you review this document. This budget serves as a policy document from the County Commissioners, a financial plan and operations guide for the County Administration, and a communication device for the departments of the County and the Granville County constituents. The information in this document is designed to assist you, the reader, in understanding how your local county government provides services and manages the resources of Granville County. On the first page of this document you will find a Table of Contents. Each section of the document is separated by the categories identified in the bold face type for your quick reference. Within each section you will locate information about individual departments and their budget. Other information on these pages includes the department’s organizational structure, highlights of last year’s accomplishments, and goals for the upcoming year. The first five sections of the document provide an overview of the budget process, assumptions used to develop the budget, specific problems faced in developing this budget, the County’s financial condition, and a summary of the fiscal year 2010-2011 Budget. Sections six through thirteen provide detail information related to the operation of the general fund budget, section fourteen contains detail information about special revenue, capital, and enterprise funds. The last two sections (fifteen and sixteen) contain the approved budget ordinance and other historical and current information about the County. A glossary can be found in section sixteen of this document for your reference. Commonly used acronyms: ADM: Average Daily Membership (student attendance) C&D: Construction and Demolition (denotes type of Landfill) CAFR: Comprehensive Annual Financial Report CDBG: Community Development Block Grant CIP: Capital Improvement Program G.S.: General Statutes GAP: Granville Athletic Park GAAP: Generally Accepted Accounting Practices GFOA: Government Finance Officers Association GIS: Geographical Information System GMC: Granville Medical Center

GO Bond: General Obligation Bond HVAC: Heating, Ventilating, and Air Conditioning JCPC: Juvenile Crime Prevention Council LGBFCA: Local Government Budget and Fiscal Control Act LLEBG: Local Law Enforcement Block Grant NSFR: Not Scheduled for Replacement (used with VeRP) ROAP: Rural Operating Assistance Program SGWASA: South Granville Water and Sewer Authority VeRP: Vehicle Replacement Program VGCC: Vance Granville Community College

The Granville County Board of Commissioners reviews the fees charged to offset the cost of operations during the budget process. The fee manual is presented as a separate document and is not included as part of the approved budget document. We believe you will find useful and valuable information within this document about the operation and fiscal management of Granville County. If you have any suggestions or comments please feel free to contact us at www.granvillecounty.org or at any of the phone numbers listed for the Administration or Finance Departments.

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Granville County Government Budget Calendar

Fiscal Year 2010-2011

Task Date

Service Expansion Instructions Sent to Departments & Outside Agencies February 11, 2010

Budget Request Instruction Book Provided to Departments February 11, 2010

Outside Agencies Advised by Letter & Form of Budgetary Time Frame February 11, 2010

Service Expansion Requests Returned to the County Manager March 11, 2010

Outside Agencies’ Budget Requests Returned to the County Manager March 18, 2010

Departmental Budget Requests Returned to the County Manager March 18, 2010

Meet with all Departments & Outside Agencies Mar 22-Apr 14, 2010

Tax Revenues & Other Revenue Estimates Finalized April 19, 2010

Submitted Budget Finalized April 19-23, 2010

Distribute FY 10-11 Submitted Budget to the Board of Commissioners May 3, 2010

Advertise Public Hearing on FY 2010-2011 Budget May 3, 2010

Hold Work Session(s) on FY 2010-2011 Submitted Budget May 10–14, 2010

Hold Public Hearing May 17, 2010

Final Budget Considered for Adoption June 7, 2010

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HISTORY AND DESCRIPTION OF

GRANVILLE COUNTY

Granville County was founded in 1746. It is located in the northeastern Piedmont and encompasses an approximate area of 532 square miles. The County Seat of Oxford is located approximately 40 miles northwest of Raleigh, the state capital, on a section of Interstate 85, which opened in January 1972. The County is a combination of rural farming and timberland areas and rapidly growing residential bedroom communities of Raleigh and Durham. The County is bound on the north by the Virginia State line, on the west by Person and Durham Counties, on the south by Durham and Wake Counties and on the east by Vance and Franklin Counties. The topography is gently rolling in the southern portion of the County to rolling in the northern portion of the County.

There are five municipalities within the County: Oxford, Butner, Creedmoor, Stovall, and Stem. The City of Oxford serves as the County Seat. The County’s newest municipality, situated in the southwestern portion of the County is the Town of Butner, which was formerly governed by the State until its incorporation on November 1, 2007.

In 1984, the County adopted the commissioner-manager form of government. The governing body is a seven-member Board of Commissioners elected by individual voting districts with staggered four year terms. The County Manager is designated as chief administrator of the County Government, and is responsible to the Board of Commissioners for administering all departments under the Board of Commissioners’ general control. The Board of Commissioners holds policy-making and legislative authority and is responsible for adopting the

budget and appointing the County Manager. The Manager is responsible for implementing the policies, managing daily operations and appointing department heads. The County provides for its citizens a wide range of services that include public safety, sanitation, health and social services, cultural and recreational activities, and general administration. This report includes all the County’s activities required to maintain these services. The County also extends financial support to certain boards, agencies and commissions to assist their efforts in serving citizens. Among these are the Granville County Board of Education, Five County Mental Health Authority, Granville-Vance District Health Department, Vance-Granville Community College, and the Kerr Tar Regional Council of Governments.

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GRANVILLE COUNTY COMMISSIONER DISTRICT MAP

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GRANVILLE COUNTY FUND STRUCTURE

Governmental funds are used to account for Granville County’s general governmental activities. Governmental funds include:

General Fund- The General Fund is the general operating fund of the County. The General Fund accounts for all financial resources except those that are required to be accounted for in another fund. The primary revenue resources are ad valorem taxes, sales taxes, Federal and State grants and various other taxes and licenses. The primary expenditures are for education, human services, public safety and general government services.

Debt Service Fund- The Debt Service Fund is used to account for the accumulation of resources for, and the payment of general long-term debt, principal, interest and related costs. The County has only one Debt Service Fund. Special Revenue Fund- Special Revenue Funds account for specific revenue sources (other than expendable trusts or major capital projects), that are legally restricted to expenditures for specified purposes. The County maintains eight Special Revenue Funds: Landfill Capital Reserve Fund, School Capital Reserve Fund, Revaluation Fund, Emergency Telephone System Fund, CDBG Grant Fund, R.H. Thornton Library Fund, 35 Million School Bond Fund, and the Series 2005 Public Improvement Bond Fund. Capital Projects Funds- Capital Projects Funds account for financial resources to be used for the acquisition and construction of major capital facilities (other than those financed by enterprise funds and trust funds). Enterprise Funds- Enterprise Funds account for those operations financed and operated in a manner similar to a private business where the intent of the governing body is that the costs of providing goods or services to the general public on a continuing basis be financed or recovered primarily through user charges, or where the governing body has decided that the periodic determination of revenues earned, expenses incurred and/or net income is appropriate for capital maintenance, public policy, management control, accountability or other purposes. Granville County has one Enterprise Fund: Solid Waste Operations.

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GRANVILLE COUNTY CASH MANAGEMENT AND INVESTMENT POLICY

This Cash Management Policy establishes a written plan for the handling of County funds. This policy applies to all cash accounts except authorized petty cash accounts. This policy applies to all transactions involving the financial assets and related activity of all the various funds accounted for in the County’s Annual Financial Report. Deferred Compensation (457) Plans and 401-K Retirement Funds are not subject to this policy. These funds are covered under different General Statutes and or contractual agreements. The objectives of this plan are to provide safety and liquidity of money and at the same time optimize investment earnings on idle funds. The criteria ranked in order of importance for investing the County’s funds are: (1) investments must be secure such that the principal amounts of the County’s portfolio are preserved (safety); (2) the liquidity of an investment shall be a conditional consideration of its appropriateness (liquidity); (3) the yield shall be sufficient to provide a fair market rate of return on the investment (yield). This policy will also address cash receipts, mobilization, investments, disbursements, and monitoring of the policy. In addition to establishing a cash management and investment policy, the Finance Director shall implement a series of internal controls which are designed to prevent losses of public moneys arising from fraud, employee error, misrepresentation by third parties, unanticipated changes in financial markets or imprudent actions by employees and officers of the County. The Finance Director will ensure, whenever possible, separation of duties of all financial transactions throughout the County. RESPONSIBILITY In accordance with North Carolina General Statutes, the Finance Director is designated as the Investment Officer of Granville County and is responsible for the County’s financial assets. The Financial Officer is responsible for investment decisions and activities and shall develop and maintain written administrative procedures for the operation of the cash management and investment program. In order to promote the efficiency of investment duties and related activities, the Finance Director may designate one or more members of the office staff to assist in the performance of functions of cash management and investing. Investments shall be made with judgement and care under the circumstances then prevailing, in the same manner of prudence and discretion that would be exercised in the management of one’s own personal affairs. The primary objectives of cash management are safety and liquidity, followed by the objective of obtaining a market rate of return reasonable under the circumstances. The Finance Director when acting “prudently” in accordance with North Carolina General Statutes, written procedures, and exercising due diligence, shall be relieved of personal responsibility for an individual security credit risk

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or market price change, provided deviations from expectations are reported to the Manager and County Board in a timely manner and appropriate action is taken to control adverse developments. The Finance Director shall be responsible for filing any claims for reimbursements to the state or any other governmental agency. The Finance Director shall also be responsible for all reports of a financial nature. The Finance Director shall furnish a mid-year financial report on all revenues, expenditures and fund balances to the Manager and County Board. Budget updates and expenditures reports will be made each month. ETHICS AND CONFLICTS OF INTEREST The Finance Director and other employees involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. The Finance Director and Finance Department employees shall disclose to the Manager any material interests in financial/investment positions that could be related to the performance of the County’s portfolio. This disclosure need not include normal banking or brokerage relationships that are at normal market rates and conditions available to the general public. Further, any member of the County Board must disclose his or her interest in financial institutions that conduct business with Granville County, but only if the interest is deemed material. Material interest is defined as owning 10% or more of the stock of a financial institution, or having significant managerial influence (e.g., a member of the institution’s board of directors) over the financial institution. CASH RECEIPTS

The main objective of cash receipts is to collect amounts due as quickly as possible, to provide secure handling of cash receipts and to expedite movement of receipts to interest-earning accounts and investments. G.S. 159-32 allows an exception to daily deposits when the moneys on hand amount to less than $250. Cash deposits shall be made daily. At 3:00 P.M. the Finance Director or a designated employee will make a count of the money. Any funds taken in for that day will be deposited if the total amount on hand is over the designated $250. Deposits will always be made on Fridays and the last business day of the month regardless of amounts. All deposits made will either be made by the Finance Director or reported to the Finance Director immediately in the form of a duplicate deposit slip bearing a bank teller stamp.

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Any adjustments or corrections due to either overpayment or underpayment will be made after the money has been deposited. Deposits will not be delayed for errors of this type on regular receipts. If there is an error in the deposit amount, then the correction will be made by the Bank. All moneys received from the state shall be received through the Governmental Moneys Transfer System where applicable and deposited directly into the County’s account. There will be a $25 fee on any returned check, or as stipulated in the County’s approved Fee Manual. DEPOSITORIES

The Governing Board has authorized Suntrust Bank of Durham, North Carolina as the central depository. The County will maintain a minimum of two accounts in this bank. One checking account shall be a non-interest bearing payroll account and another will be an interest bearing checking account. In addition to Suntrust Bank, the Board has authorized other banking institutions using the pooled collateralization method and operating a local branch, for investment purposes. The Board has also authorized the North Carolina Capital Management Trust Company for investment purposes. This list may be changed at the Governing Board’s discretion.

If the County invests any money with one or more financial institutions that

operate under the Dedicated Method it will be the duty of the Finance Director to ensure that deposits in excess of deposit insurance coverage are adequately collateralized. The Finance Director shall request and receive timely confirmations of collateral pledges by these institutions. The Finance Director shall be responsible for obtaining custody and providing safekeeping of securities and deposit certificates according to G.S. 159.30(d). All securities purchased by the County shall be delivered (or book-entered) to the County’s custodian and placed in the County’s name. Banks that operate under the pooling method already have their collateral monitored by the State Treasurer.

MOBILIZATION When daily deposit reports have been received, the Finance Director, or designee, shall review the deposits and disbursements made on that day to determine the amount of money available for investment. Eligible investments shall be limited in accordance with North Carolina G.S. 159-30 to those authorized for local governments in North Carolina and approved by the Local Government Commission. These investments shall be limited to Certificates of Deposit with approved banks, and the North Carolina Cash Management Trust, as well as interest earning checking accounts. The Finance Director shall select investments on the following basis:

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1) The maturity of the investment should coincide with the needs of the County

to meet short-term and long-term obligations.

2) The rate of interest should be at least equivalent to the average rate of return available in the market place, while still ensuring safety and liquidity.

The Finance Director shall be responsible for obtaining custody and providing

safekeeping of securities and deposit certificates according to G.S. 159-30(d). All securities purchased by the County shall be delivered (or book-entered) to the County’s custodian and placed in the County’s account in the County’s name. The custodial agent will promptly provide the County with a custody receipt. All such custodial agreements shall be between the County and the custodian, and in the County’s name. Certificates of deposit purchased by the County shall be delivered to the Finance Director for safekeeping. MONITORING The Finance Director shall constantly monitor the investment portfolio and make adjustments as necessary. If investments are to be made the Finance Director shall institute a bidding process as follows:

1) Approved financial institutions shall be contacted informing them of the amount to be invested and the desired length of investment. All bidding institutions must contact the Finance Director by 11:00 a.m. on the investment date with quoted interest rates. The Finance Director shall be responsible for equitable comparison of bids since some may be quoted on a 365-day basis.

2) In the event of matching bids, the financial institutions will be

contacted, notified of similar bids and asked if an upset bid would be placed. If no upset bid is placed then the County will choose the institution that holds the lowest amount of County funds.

3) All bids will be recorded by the Finance Director. These records will

be maintained and on file for six months. CASH DISBURSEMENTS The Finance Director shall expend the County moneys pursuant to G.S. 159-28(b). All obligations of the County will be paid by the due date. The Finance Director shall pay bills in order to take advantage of each vendor’s payment practices. A decision

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will be made whether or not the discount for cash is more beneficial than payment on the billings due date. The Finance Director shall periodically review the disbursement cycle and changes shall be instituted if the disbursement cycle can be extended. Attempts will be made to consolidate payments to one vendor. All checks shall be mailed after 1:00 p.m. on Monday following the Thursday check run provided the afternoon mailing will not result in missing the discount or payment dates. The Finance Director shall constantly review supplier contracts to ascertain whether or not the County is paying only for goods and services received or rendered. Payroll for the County will be made in accordance with the payroll schedule as provided annually by the Finance Department, in accordance with the Granville County Personnel Ordinance. All checks must have dual signatures, the Finance Director and another employee as authorized by the Granville County Board of Commissioners.

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BASIS OF BUDGETING

During the year, all funds of the County are accounted for on the budgetary basis, which is the “modified accrual” basis of accounting (refer to glossary). Encumbrances are not utilized as a management control technique as the County is not required by law to do so. Revenues are recognized when they become measurable and available as net current assets to be used to pay liabilities of the current period. Primary revenue sources treated as susceptible to accrual under the modified accrual basis include intangible and sales taxes which are considered “measurable” when both due and in the hands of the County or intermediary collecting governments, interest, and federal and state financial assistance.

Expenditures are generally recognized when the related fund liability is incurred. Capital

outlays and payments of principal on long-term debt are considered to be expenditures. Depreciation is not considered to be an expenditure and interest on long-term debt is recognized only when paid.

All Proprietary Funds are converted to the accrual basis of accounting at year-end. Under

the accrual basis, revenues are recognized when they are earned, regardless of the measurement and availability criteria used in the modified accrual basis. Expenses are recognized when they are incurred. The conversion generally involves the accrual of interest expense and compensated absences, the provision for depreciation expense, and adjusting capital outlays and debt service outlays, including issue costs, to the accrual basis. Agency Fund assets and liabilities are accounted for on a modified accrual basis.

Governmental Fund Types are accounted for on a spending, or “financial flow”

measurement focus. Governmental Fund Types operating statements represent increases and decreases in net current assets. Their reported fund balances are considered a measure of available spendable resources. Proprietary Fund Types are accounted for on a cost of services, or “capital maintenance” measurement focus. Proprietary Fund Types income statements represent increases and decreases in net total assets.

AMENDMENTS TO THE BUDGET ORDINANCE

Except as otherwise restricted by law, the governing board may amend the budget ordinance at any time after the ordinance’s adoption in any manner, so long as the ordinance, as amended, continues to satisfy the requirements of G.S. 159-8 and 159-13. However, no amendment may increase or reduce a property tax levy or in any manner alter a property taxpayer’s liability unless the board is ordered to do so by a court of competent jurisdiction, or by a State agency having the power to compel the levy of taxes by the board.

The governing board by appropriate resolution or ordinance may authorize the budget

officer to transfer moneys from one appropriation to another within the same fund subject to such limitations and procedures as it may prescribe. Any such transfers shall be reported to the governing board at its next regular meeting and shall be entered in the minutes. (1927,c.146, s. 13; 1955,cc. 698, 724; 1971,c. 780,s. 1; 1973,c. 474,s. 12.)

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SUMMARY OF FULL-TIME POSITIONS & COMPENSATION & CLASSIFICATION PLAN

Summary of Full-time Positions The following section includes a listing of the full-time positions currently funded by the Granville County Board of Commissioners. Compensation & Classification Plan Also, included in this section is the current pay plan. The pay plan includes a listing of jobs, and the corresponding salary grade and range. Each year as a part of the budget process, the County Manager requests that department managers provide a listing of positions that they believe need to be restudied. This allows for one time per year that assignments to pay grades can be reviewed. In general, all mid-year requests for reclassification are deferred until the budget process. This year the County Manager received several requests to restudy positions and consider them for reclassification. During the month of May, the County Manager will contract with an outside firm to review these requests and interview the staff to make a determination. The Board must adopt any recommended changes before a position can be reclassified or modified.

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SUMMARY OF AUTHORIZED FULLTIME POSITIONS

FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 Administration 4 4 4 4 4 Human Resources 0 0 0 1 1 Information Technology 0 0 0 1 1 Finance 6 7 7 5 5 Internal Auditor 0 0 0 1 1 Board of Elections 3 3 3 3 3 Tax Administration 10 10 10 10 10 Register of Deeds 5 5 5 5 5 Sheriff 50 51 51 51 55 Jail 33 34 34 34 34 Emergency Management 3 3 3 3 3 EMS 41 48 48 50 0 Inspections 6 6 6 6 6 Animal Control 5 5 5 5 5 Emergency Communications 13 14 14 14 14 Soil Conservation 1 1 1 1 1 Granville Athletic Park & Jonesland Environmental Preserve 1 1 1 2 2 Planning 5 5 5 6 6 Building & Grounds 5 5 4 4 4 Veteran Services Part-time Part-time Part-time Part-time Part-time Social Services 71 73 73 73 74 Senior Center 9 9 10 10 10 Library 9 10 10 9 13 Landfill/Convenience Sites 4 4 4 4 4 Lyon Station &Cozart Water & Sewer Districts 4 4 n/a n/a n/a Emergency Telephone System Fund E-911 1 0 0 0 0 4 H Best 1 1 1 1 1 Grand Total-All Funds 290 303 299 303 262

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Class TitlePay

CycleFLSA Status

Salary Grade Salary Range

911- Addressing Coordinator/Database Administrator M N 18 25,890-43,493911- Emergency Communications Center Manager M E 21 29,963-50,337911- Telecommunicator I B N 16 23,479-39,445911- Telecommunicator II B N 18 25,890-43,493

Administration- Administrative Support Assistant/Deputy Clerk to the Board M N 21 29,963-50,337Administration- Clerk to the Board M N 24 34,686-58,272Administration- IT Network Administrator M N 19 27,164-45,634Administration- Management Analyst M N 22 31,470-52,870

Animal Control- Animal Control Officer B N 16 23,479-39,445Animal Control- Animal Control Officer II B N 17 24,644-41,403Animal Control- Chief Animal Control Officer B N 19 27,164-45,634Animal Control- Shelter Attendant B N 12 19,310-32,441

Board of Elections- Deputy Director of Elections M N 21 29,963-50,337Board of Elections- Elections Clerk M N 14 21,289-35,767Board of Elections- Elections Director M E 24 34,686-58,272

Cooperative Ext- 4-H Best Program Coordinator M N 16 23,479-39,445

Detention Center- Administrative Secretary M N 16 23,479-39,445Detention Center- Cook M N 12 19,310-32,441Detention Center- Detention Administrator M N 25 36,430-61,203Detention Center- Detention Officer M N 18 25,890-43,493Detention Center- Law Enforcement Records Clerk M N 14 21,289-35,767Detention Center- Law Enforcement Records Clerk II M N 15 22,356-37,559Detention Center- Lead Cook M N 13 20,279-34,068Detention Center- Maintenance Technician M N 19 27,164-45,634Detention Center- Relief Sergeant M N 19 27,164-45,634Detention Center- Shift Sergeant M N 20 28,535-47,937Detention Center- Shift Supervisor (Lead) M N 22 31,470-52,870Detention Center- Transportation Officer/Corporal M N 21 29,963-50,337

APPROVED SALARY GRADE & RANGE SCHEDULEFISCAL YEAR 2010-2011

ALPHABETICAL LISTING OF CLASSES AND GRADEASSIGNMENTS BY DEPARTMENT

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Class TitlePay

CycleFLSA Status


Development Services- Director M E 29 44,270-74,375Development Services- Inspections Admin. Support Specialist M N 18 25,890-43,493Development Services- Inspections Chief Buildings Inspector M N 27 40,157-67,465Development Services- Inspections Inspector I M N 21 29,963-50,337Development Services- Inspections Inspector II M N 24 34,686-58,272Development Services- Inspections Inspector III M N 27 40,157-67,465Development Services- Planning Administrative Support Assistant M N 15 22,356-37,559Development Services- Planning Director M N 28 42,166-70,837Development Services- Planning Planner M N 22 31,470-52,870Development Services- Planning Transportation Planner M N 23 33,036-55,499Development Services- Planning Zoning Technician M N 16 23,479-39,445

DSS-Administrative Officer II M E 24 34,686-58,272DSS- Accounting Technician II* M N 18 25,890-43,493DSS- Child Support Agent (Lead)* M N 20 28,535-47,937DSS- Child Support Agent I* M N 17 24,644-41,403DSS- Child Support Agent II* M N 19 27,164-45,634DSS- Child Support Supervisor II* M E 22 31,470-52,870DSS- Community Social Services Assistant* M N 11 18,397-30,906DSS- Computing Support Technician II* M N 18 25,890-43,493DSS- County Social Services Director* M E 32 51,239-86,080DSS- Income Maintenance Caseworker I* M N 15 22,356-37,559DSS- Income Maintenance Caseworker II* M N 17 24,644-41,403DSS- Income Maintenance Caseworker III* M N 19 27,164-45,634DSS- Income Maintenance Investigator I* M N 17 24,644-41,403DSS- Income Maintenance Investigator II* M N 19 27,164-45,634DSS- Income Maintenance Supervisor I* M N 19 27,164-45,634DSS- Income Maintenance Supervisor II* M E 21 29,963-50,337DSS- Processing Assistant III* M N 14 21,289-35,767DSS- Social Work Supervisor II* M E 24 34,686-58,272DSS- Social Work Supervisor III* M E 27 40,157-67,465DSS- Social Worker I* M N 17 24,644-41,403DSS- Social Worker II* M E 21 29,963-50,337DSS- Social Worker III* M E 23 33,036-55,499DSS- Social Worker Investigator/Assessment & Treatment (CPS)* M E 24 34,686-58,272

Emergency Management- Administrative Support Assistant M N 15 22,356-37,559Emergency Management- Fire Marshall M E 24 34,686-58,272Emergency Management- Building Inspector M N 21 29,963-50,337

Environmental Programs- Director M E 25 36,430-61,203

Finance- Accounting Specialist M N 22 31,470-52,870Finance- Accounting Technician M N 18 25,890-43,493Finance- Director M E 32 51,239-86,080Finance- Grant Coordinator M N 22 31,470-52,870Finance- Payroll Technician M N 20 28,535-47,937

General Services- Building and Grounds Worker M N 11 18,397-30,906General Services- Maintenance Supervisor M N 21 29,963-50,337General Services- Maintenance Technician M N 16 23,479-39,445

15

Class TitlePay

CycleFLSA Status


Human Resources- Director M E 27 40,157-67,465

Internal Audit- Internal Auditor M E 29 44,270-74,375

Jonesland Park- Park Superintendent M N 18 25,890-43,493Jonesland Park- Assistant Park Superintendent M N 16 23,479-39,445

Landfill- Clerk M N 14 21,289-35,767Landfill- Landscaping Specialist M N 14 21,289-35,767Landfill- Technician M N 14 21,289-35,767

Library- Acquisitions Clerk M N 13 20,279-34,068Library- Adult Services Librarian M E 22 31,470-52,870Library- Associate M N 17 24,644-41,403Library- Children’s Services Coordinator M E 18 25,890-43,493Library- Circulation Clerk M N 13 20,279-34,068Library- Director M E 27 40,157-67,465Library- Library Systems Administrator M N 20 28,535-47,938Library- Technical Services Clerk M N 13 20,279-34,068

Register of Deeds- Assistant Register of Deeds M N 19 27,164-45,634Register of Deeds- Deputy Register of Deeds I M N 13 20,279-34,068Register of Deeds- Deputy Register of Deeds II M N 15 22,356-37,559Register of Deeds- Register of Deeds M E 27 40,157-67,465

Senior Center- Administrative Support Assistant M N 15 22,356-37,559Senior Center- Assistant Director M E 21 29,963-50,337Senior Center- Building and Grounds Worker M N 11 18,397-30,906Senior Center- Fitness Coordinator M N 17 24,644-41,403Senior Center- HCCBG Human Resources Aide M N 9 16,691-28,040Senior Center- In-Home Aide Supervisor M N 17 20,279-34,068Senior Center- Senior Center Coordinator M N 18 25,890-43,493Senior Center- Senior Services Case Manager M E 20 28,535-47,937Senior Center- Senior Services Director M E 26 38,246-64,253

Sheriff- Administrative Deputy M N 19 27,164-45,634Sheriff- Administrative Secretary M N 16 23,479-39,445Sheriff- Administrative Support Assistant M N 15 22,356-37,559Sheriff- Chief Deputy M E 28 42,166-70,837Sheriff- Corporal M N 22 31,470-52,870Sheriff- Deputy Sheriff BLET Certified M N 21 29,963-50,337Sheriff- Deputy Sheriff Non-BLET M N 19 27,962-45,634Sheriff- Detective M N 23 33,036-55,499Sheriff- Law Enforcement Records Clerk I M N 14 21,289-35,767Sheriff- Law Enforcement Records Clerk II M N 15 22,356-37,559Sheriff- Lieutenant M N 26 38,246-64,253Sheriff- Sergeant M N 23 33,036-55,499Sheriff- Sheriff M E 34 56,489-94,899

16

Class TitlePay

CycleFLSA Status


Soil Conservation- Natural Resources Conservationist M N 19 27,164-45,634

Tax- Mapper /GIS Technician M N 21 29,963-50,337Tax- Tax Administrator M E 29 44,270-74,375Tax- Tax Assessment Specialist M N 19 27,164-45,634Tax- Tax Assistant I M N 13 20,279-34,068Tax- Tax Assistant II M N 15 22,356-37,559Tax- Tax Collection Specialist M N 19 27,164-45,634Tax- Tax Mapper M N 18 25,890-43,493

Veterans Services- Veterans Services Officer B N 18 25,890-43,493

N-Nonexempt from FLSA wage and hour guidelines.E-Exempt from FLSA wage and hour guidelines.B-Bi-Weekly paid positions.

*These classes are subject to the State Personnel Act (SPA). OSSOG≈ stands for Office Support Services Occupational Group.

17

Fiscal Year 2010-2011 ApprovedSalary Grade and Range Schedule

Pay Trainee

Grade (95%of Min.) Minimum MidPoint Maximum

9 15,856 16,691 21,697 28,040

10 16,647 17,524 22,781 29,440

11 17,477 18,397 23,915 30,906

12 18,345 19,310 25,103 32,441

13 19,265 20,279 26,363 34,068

14 20,226 21,289 27,677 35,767

15 21,238 22,356 29,064 37,559

16 22,305 23,479 30,524 39,445

17 23,412 24,644 32,038 41,403

18 24,595 25,890 33,656 43,493

19 25,805 27,164 35,313 45,634

20 27,107 28,535 37,093 47,937

21 28,464 29,963 38,951 50,337

22 29,897 31,470 40,911 52,870

23 31,383 33,036 42,946 55,499

24 32,951 34,686 45,091 58,272

25 34,609 36,430 47,359 61,203

26 36,333 38,246 49,720 64,253

27 38,159 40,157 52,205 67,465

28 40,056 42,166 54,815 70,837

29 42,057 44,270 57,551 74,375

30 44,162 46,487 60,432 78,097

31 46,360 48,801 63,441 81,985

32 48,676 51,239 66,609 86,080

33 51,110 53,800 69,940 90,385

34 53,664 56,489 73,435 94,899

18

FORECAST PLANNING PROCESS Granville County’s Approach to Forecast Planning The County Commissioners rely on financial plans as the basis for all budget decisions. The General Fund Five-Year Financial Plan shown on the previous page illustrates the Board-approved growth targets for each County functional area. These targets differ by service area based on the Board’s desire to focus resources in the public safety and education areas, while limiting administrative overhead. The Board has found that a five-year plan is realistic and manageable. Components of the Long-Term Financial Planning and Budget Process Financial Plan Issue Analysis The Long-Term Financial Planning and Budget Process Flow Chart identifies five key components. The first component, Financial Plan Issue Analysis, begins in August when department heads review their prior year budgets and performance measures. They identify key issues that must be addressed in the upcoming year’s budget, some of which may require long-term plans. In September and October, the 4-5 member administrative team, led by the County Manager and the Finance Director, reviews and analyzes these key issues. The administrative team meets again in January to review the County’s financial status and to assess future costs and events. Also, revenue trends are analyzed against current legislation to determine if there will be shortfalls due to State or Federal mandates. This leads to an in-depth financial policy review in February as part of the Strategic Planning Process. The Financial Plan Issue Analysis is concluded at this point, leading to the finalized long-term financial plan. Financial Forecast and Plan The second component of long-term financial planning is the Financial Forecast and Plan. This officially begins in October when the long-term expenditure forecasts are prepared. In December, the County updates its debt affordability study as part of the strategic planning process. This update determines how much debt the County can afford to issue within the basic parameters set by the Board of County Commissioners. This may alter the long-term expenditure forecasts prepared during previous months. A major portion of budget preparation is the evaluation and analysis of revenues. Multiple techniques are used to project revenue as realistically as possible, including:

Expertise from department heads Historical trends Predictive statistics based on current legislation Information from the State of North Carolina and other local governments

The County’s current financial status is also considered during the long-range forecasts. Once the revenue and expenditure forecasts are ready, the strategic planning elements must be considered, including the aforementioned financial policy review and the annual board retreat (part of the County Board and Public component). The convergence of each of these elements leads to the finalization of the long-term financial plan in February and March.

19

Budget The third component of long-term financial planning involves the Budget. Although the budget focuses heavily on one fiscal year, long-term planning is invariably linked to the process. For example, if the County anticipates that a new fleet of vehicles is needed in three years, then money can be set aside in the upcoming fiscal year in order to meet that future need. The departments and outside agencies are notified of the upcoming budget process in February. Each department and agency must submit budget requests in March in order to be ready to meet with the County Manager and Finance Director in April. It is during these meetings that long-term plans are discussed at the departmental level. Also, Board issues identified during the annual board retreat are reviewed against the departments’ requests and future plans. The budget that is submitted to the Board in early May is based upon those meetings, as well as input from the financial policy review. County Board and Public The budget is adopted in June after completion of the fourth component of long-term planning, the County Board and Public. The budget process is publicized in local newspapers during February, which is the same month as the annual board retreat. Additional community outreach occurs in April. A public hearing is held in May, followed by budget work sessions. These sessions consider input from the public hearings within the context of the financial analysis that has occurred in the previous months. Performance Review The final component of long-term financial planning is the Performance Review. This component is crucial to determining the progress of both short-term and long-term plans. The Performance Review consists of quarterly performance reports due in September, December, March, and June. These reports contain information such as goals, targets, and performance measures. This helps decision-makers to determine if short-term and long-term plans are providing anticipated results. Long-term plans may need to be adjusted if goals and targets are not met. Other Considerations There are numerous considerations during long-term financial planning within the context of the aforementioned components. Maintaining an Adequate Fund Balance The Board targets a fund balance level of 26-30%, which is consistent when compared to other rural local governments. This provides a sound basis for fiscal responsibility and cash management. Annual Growth Assumptions Annual growth assumptions consider various factors such as inflation, economic trends, and changing legislation. Growth percentages also differ by category, such as County Administration is projected at 3% growth while Economic Development and Education is projected at 4%. The fiscal year 2010-2011 budget is presented at “No growth” from fiscal year 2009-2010, however, historic trends are considered for years beyond 2011.

20

Capital Improvement Plan The five year Capital Improvement Plan (CIP) is a financial management tool used to identify and set aside funds for future capital needs. There are numerous costs associated with CIP items. An analysis of potential fixed assets is prepared to calculate future depreciation and maintenance expenses beyond the year of purchase. Other costs include operating and insurance expenses, and possibly staffing considerations. Also, potential facility purchases may include utility costs and other operating expenditures in future years. In some cases, the analysis may show that it is more efficient to obtain a lease rather than build, renovate, or purchase property. Currently, capital improvement projects are planned and scheduled based on critical needs to maintain either existing structures or safety. County administrative staff members, in conjunction with capital project supervisors, are developing a criteria-based evaluation process. Vehicle Replacement Program Another key financial management tool is the Vehicle Replacement Program (VeRP). Vehicles are replaced at various intervals depending upon usage. For example, patrol cars are generally replaced in the fifth year of use, but may be replaced sooner or later depending upon the mileage and condition. The type of vehicles to purchase also affects long-term costs. The recent introduction of hybrid vehicles presents an intriguing possibility, but a cost/benefit analysis of such vehicles shows that while they save fuel costs, there are additional costs that are higher than regular vehicles, such as higher-priced batteries that must be replaced more frequently. On the other hand, escalating fuel prices may outweigh the costs of the batteries, which is more challenging to determine on a long-term basis. Performance Measures Performance measures are becoming an increasingly important aspect of long-term planning. Decisions are enhanced as the County progresses in its implementation of performance measures. An example is the EMS study that examined EMS response times and coverage areas. The coverage areas identified the volume and concentration of emergency calls within geographic areas. This information was compared to the targeted response times established by the Emergency Medical Services Department. The information produced by this study was used to evaluate the location of potential future EMS stations, and whether or not resources needed to be reallocated to other areas of the County in order to meet performance measure targets such as response time. Property Revaluation Revaluation of property within the County is also considered on a long-term basis. According to North Carolina G.S. 105-286, counties must conduct property revaluations at least every 8 years, but may conduct them sooner. Several counties have adopted 4-5 year cycles rather than 8 year cycles. Granville County follows the mandated 8 year cycle, but based on explosive growth in the southern portion of the County, future policy discussions may focus on adjusting that cycle.

21

Debt Service The debt service fund exists to pay for principal and interest on general obligation bonds and other notes. The County must make sure that there is a dedicated revenue source in future years to pay each fund. While it is necessary to incur debt for large purchases, the County must also be careful about maintaining its high credit rating. Economic Forecasts Granville County is coping with overflow growth from nearby Research Triangle Park and the Raleigh/Durham area. The County’s infrastructure is increasingly burdened as more people move into the area. Long-term economic forecasts indicate that the Raleigh/Durham area will continue to grow, which means that Granville County is likely to continue growing, as well. This affects the Board’s high-priority funding areas of education and public safety, which will continue to expand. While Granville County’s unemployment rate is lower than its rural neighboring counties, it must be continuously monitored in today’s challenging economic climate. Unemployment rates directly impact both current and future revenue streams, as well as expenditures due to increased demand for governmental services. Another element of the budget that is affected by the economy is fuel costs. Granville County’s rural environment and 532 square miles present unique transportation and public service needs. The increasing cost of fuel has elevated the operational costs for these services to a major role in the County’s expenditures. Legislation Another external influence is legislative mandates. The State of North Carolina’s Medicaid Relief Act and changes to the E-911 wireline and wireless service are two examples of significant legislation that affect county budgets in future years. Under the Medicaid Relief Act, the County’s share of Medicaid expenditures are assumed by the State over a three-year period but in turn removes current local revenue sources. Unfortunately, the State’s hold harmless provision in effect causes the County’s already limited revenue sources to remain flat by not adjusting for even basic inflation. In 1999, the General Assembly appointed an E-911 Wireless Board in 1999 to oversee the distribution of the E-911 fees charged to wireless telephone subscribers. Granville County used these fees to improve its capability of handling wireless 911 calls. As of January 2008, the E-911 Wireless Board was converted into the E-911 Board, which oversees both wireline and wireless subscriber fees. The new E-911 Board has deemed various E-911 Center expenses as ineligible, which means that the County must find funding for expenses that were previously paid by subscriber fees. Grants are becoming increasingly competitive as funds are continuously cut. Counties cannot rely as much on large block grants from the Federal government as they have in the past. Also, grant opportunities often have “strings attached” which may deter departments from pursuing grant funding. Once grants are awarded, the County must determine how to sustain funding in future years for on-going costs. Recent legislation has also posed an interesting opportunity. The State of North Carolina passed legislation that allows counties to conduct a referendum to levy either an additional ¼

22

cent sales tax or a land transfer tax up to .4 percent. The County must decide if it will pursue either opportunity based upon an analysis of the potential revenue either option offers for at least the next five years. Like the issue of property revaluation, an analysis of public input must be weighed against the revenue forecast because the public may not vote for either option. Changes in Accounting Rules Accounting rules have changed frequently in recent years. These changes must be calculated into long-term planning. For example, GASB Statements 43 & 45 were recently issued to assure that local governments record post-employee benefits as a long-term liability. This means that Granville County must calculate and present the post-employee benefits in the financial statements. This affects long-term planning because Granville County must also establish a funding stream to meet this future obligation. Comprehensive Approach to Long-Term Financial Planning Granville County takes a comprehensive approach to long-term financial planning as indicated by the following flow chart:

Is there a potential benefit?

No Yes Dismiss decision

Are the initial costs affordable?

No Refer to

Long-Term Financial

Planning Team

Yes

No

Board takes action on item

Yes Are ongoing costs

affordable?

Perform cost/benefit analysis and other required analyses

Yes

Board takes action on item

No Is more info

needed?

Identify how stakeholder groups are affected

Identify stakeholder groups

Long-Term Decision to Purchase Property, Equipment, or Services

23

Granville CountyLong-Term Financial Planning and Budget Process Flow Chart

August October November December June

Financial Plan Issue Analysis

Department Headsreview prior year

and identify key issues

Administrative Teamreviews

financial status

Financial policyreview

Financial Forecast & Plan

Long-termexpenditure forecasts

prepared

Budget

Departments and Outside Agenciesnotified of process

Budget Request

Submitted

Meet with allDepartments & Agencies

Submit Budgetto the Board

BudgetAdopted

County Board & Public

HoldPublic

Hearing

BudgetWork

Sessions

CommunityOutreach

Performance ReviewQuarterly

PerformanceReport

QuarterlyPerformance

Report


Report


Report

= Financial Planning Process

= Information Items

= Strategic Planning Process

April May

Long-term financial planfinalized

Debt AffordabilityStudy Completed

March

Budget processpublicized

September January February

AnnualBoard

Retreat

Revenue trendsanalyzed againstcurrent legislation

Long-termrevenue forecasts

prepared

Administraive Teamreviews and

analyzes key issues

24

DESCRIPTION OF KEY REVENUE SOURCES The primary key revenue is the Ad Valorem Taxes. Granville County’s primary revenue source is from Ad Valorem Taxes. In fiscal year 2009-2010 the County had a property tax rate of 82.5¢ per $100 valuation. For fiscal year 2010-2011 the County Manager’s Approved Budget includes a tax rate of 79.5¢ per $100 valuation. Granville County shows expected revenues from current and prior year tax collections as well as budgeting for a discount and penalties and interest. These values make up the total Property Tax category for the County.

Description FY 2009-2010 Budget FY 2010-2011 Budget Current Year Property Tax $ 29,382,608 $ 30,453,223Discount $ ( 150,000) $ ( 180,000)Prior Years $ 980,000 $ 990,000Penalties & Interest $ 257,500 $ 277,500 Current Year Property Tax is limited to the collection rate for the previous fiscal year. The County uses the last audited year’s collection rate for the current year’s calculation. Therefore in planning the fiscal year 2010-2011 property tax amount, the total valuation of $3,984,806,022 (received from our County Tax Administrator usually in April) multiplied by the tax rate (.795) multiplied by collection rate (96.13% from 2008-2009 audit) multiplied by .01 (this gives the tax at $100 of valuation) equals $30,453,223. Property taxes comprise approximately 66% of all the general fund revenues in the County and are used to pay the operations of the County not covered by fees, permits, grants, or other revenue sources. Sales and Other Taxes – This is the second largest revenue category for Granville County and comprises approximately 11.25% of the general fund revenues. Sales taxes make up the largest portion of this category. Sales tax revenues are received by the County from the State of North Carolina based on per capita distributions. The County’s Article 39 (1%) local sales tax is utilized in its entirety for general county operations. Article 40 (commonly known as “school’s ½ cent”) sales taxes were initiated in part to help fund local school capital projects, with a mandatory restriction of 30% of these revenues used for school related capital projects. Article 42, (commonly knows as “schools additional ½ cent”) sales taxes were also initiated in part to help fund local school capital outlay projects, with a mandatory restriction of 60% of these revenues for school related capital projects. Other taxes included in this category include State excise tax, Beer and Wine taxes collected by the State, Occupancy taxes, and payments in lieu of taxes from the federal government on Federal tax exempt lands. Other than the restricted portions of the sales taxes for school capital, these funds are used to provide general support to the County. Revenues in this category are budgeted based on historical trends adjusted for any recent legislation that may affect them. Restricted and Intergovernmental Revenues – These make up another large revenue source for the County. Restricted and Unrestricted Intergovernmental revenues consist of funds from state and federal sources. Grant funds are received for general fund operations such as veterans’ services, emergency management, community-based alternatives, library and home and community care block grant. Intergovernmental revenues are difficult to project from year to year. Grantee agencies, such as the state and federal government often tie funding to a certain

25

match, or reduce funding levels in subsequent years in hopes that local governments will assume funding of the program. State and Federal funds for the operations of Social Services are the main source of funding for this category comprising approximately 83%. Other items included in this category include special assessments, restricted Register of Deeds fees, donations to local programs, and other revenue sources that have specific uses. This category of revenue comprises approximately 15% of the county’s general fund revenue. School’s Capital Reserve Fund – The revenues for this special revenue fund are primarily made up of the restricted portions of sales taxes. (See the discussion under sales and other taxes) Other sources of revenues in this fund include the Public Schools Building and Capital Funds derived from a portion of corporate income taxes (sometimes called ADM funds) and the Education Lottery Fund. Both the County Board of Commissioners and the Board of Education must agree to use the ADM funds and the Lottery Funds prior to their release. In 2009-2010 the County utilized $600,000 of Lottery Funds. Debt Service – This is a special revenue fund that the County uses to budget current debt obligations. This fund does not maintain a fund balance from year to year and as such all revenues are made up from transfers from other funds to which the debt obligations are related. The School’s Capital Reserve Fund supplies the primary source of funding for debt service since school debts comprise 71% of the debt obligations. Capital Projects Fund – This is a capital fund that the County uses to budget for major repairs and renovations of facilities. The primary funding source for this fund is a transfer from the General Fund. Solid Waste Convenience Sites and C & D Landfill– These are enterprise funds and are funded primarily through fees. Both of these funds are self supporting and do not require transfers from the general fund. The County does not rely on transfers from these funds except for any debt service related to their operations and a small administrative fee to cover services provided to them by other county departments such as financial services provided by the Finance department. These revenues are based on customer counts, current rates, and historical trending.

26

SUMMARY OF REVENUES GENERAL FUND

REVENUES BY MAJOR SOURCE

FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Property Taxes $ 27,364,381 $ 30,470,108 $ 30,470,108 $ 31,540,723Sales & Other Taxes $ 8,256,308 $ 7,520,540 $ 7,524,140 $ 5,507,468License, Fees and Other Revenues $ 3,327,892 $ 2,691,800 $ 2,766,480 $ 1,230,100Restricted & Intergovernmental Revenues $ 6,663,364 $ 6,973,480 $ 6,869,592 $ 7,168,700Investment Earnings & Operating Transfers $ 859,708 $ 670,000 $ 1,728,881 $ 580,000Appropriated Fund Balance $ 0 $ 492,435 $ 460,977 $ 870,530Total Revenues $ 46,471,653 $ 48,818,363 $ 49,820,178 $ 46,897,521

Property Taxes: Counties in North Carolina are prohibited from imposing taxes unless specifically authorized by the General Assembly. State lawmakers have allowed counties to raise revenue through the property tax, which generates approximately 66% of the revenue for Granville County government. The formula for expected revenue is based on the underlying value of the property taxed. The estimated value for fiscal year 2010-2011 is based on a total taxable valuation of $3,984,806,022, an increase of 7% over fiscal year 2009-2010. Assumptions: The estimated net taxable value for 2010-2011 is $3,984,806,022. Therefore, with a tax rate of 79.5¢ and a collection rate of 96.13%, the projected current year total property tax revenue is $31,602,401, using the following formula:

$ 3,984,806,022 multiplied by .795 multiplied by .9613 multiplied by .01 equals $30,453,223. PROPERTY TAXES

FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Current Year $ 26,302,636 $ 29,382,608 $ 29,382,608 $ 30,453,223Discount $ (192,728) $ (150,000) $ (150,000) $ (180,000)Prior Years $ 1,023,336 $ 980,000 $ 980,000 $ 990,000Penalties & Interest $ 231,137 $ 257,500 $ 257,500 $ 277,500Total Property Tax Revenues $ 27,364,381 $ 30,470,108 $ 30,470,108 $ 31,540,723

27

Neutral Property Tax Increase Granville County

Note: The top part of this worksheet is used as working papers to make it easier for you (counties and municipalities) to calculate amounts that should be used in the actual

Revaluations as of:January 1, 2010 and 2002

Fiscal yearAssessed Valuation

as of June 30Annexation

(Deannexation)

Total Adjusted for Annexation or Deannexation

Valuation Increase Percentage change

2010-11 Revaluation 3,984,806,022 - 09-10 3,984,806,022 1/1/2010 08-09 3,697,181,735

2009-10 Tax Dept 3,697,181,735 - 08-09 3,697,181,735 78,640,935 2.17%07-08 3,618,540,800

2008-09 Audit 3,618,540,800 08-09 3,618,540,800 113,245,062 3.23%07-08 3,505,295,738

2007-08 Audit 3,505,295,738 08-09 3,505,295,738 183,321,249 5.52%07-08 3,321,974,489

2006-07 Audit 3,321,974,489 08-09 3,321,974,489 160,994,918 5.09%07-08 3,160,979,571

2005-06 Audit 3,160,979,571 08-09 3,160,979,571 163,029,261 5.44%07-08 2,997,950,310

2004-05 Audit 2,997,950,310 07-08 2,997,950,310 125,662,049 4.37%06-07 2,872,288,261

2003-04 Audit 2,872,288,261 06-07 2,872,288,261 75,767,245 2.71%05-06 2,796,521,016

2002-03 Revaluation 2,796,521,016 1/1/2002 4.08% Average growth %

Doesn't includerevaluation increase

Last year prior to revaluation Tax rate Estimated tax levy2009-10 3,697,181,735 0.8250 30,501,749

First year of revaluationTax rate to produce

equivalent levy2010-11 3,984,806,022 0.7655 30,501,749

Revenue neutral tax rate, to be included in

budget ordinance, adjusted for growthIncrease tax rate for average growth rate

2010-11 3,984,806,022 0.7967 31,745,260

Increase in Tax Levy 1,243,510 Average Percentage Increase 4.08%

28

Sales and Other Taxes: Sales tax revenues are received by the County from the State of North Carolina based on per capita or point of sale distributions. The County’s Article 39 (1%) local sales tax is utilized in its entirety for general fund operations. Article 40 (commonly known as “school’s ½ cent”) sales taxes were initiated in part to help fund local school capital projects, with a mandatory transfer of 30% of these revenues to the schools restricted capital fund. Article 42, (commonly knows as “schools additional ½ cent”) sales taxes were also initiated in part to help fund local school capital outlay projects, with a mandatory transfer of 60% of these revenues to the schools restricted capital fund. In response to the State’s budget crisis in FY 2002-2003, the General Assembly passed a budget that eliminated the reimbursements for local taxes repealed in prior years. This left a gaping hole in the County budget of more than $1.8 million. The county commissioners responded by instituting sufficient service reductions to offset the loss. Before adjourning in the fall of 2002, the General Assembly authorized local governments to levy an additional ½ cent sales tax to offset the loss of the reimbursements. The Board enacted the local tax, which extends into the fiscal year 2009-2010 budget. The tax is referred to as the Article 44 sales tax (named for the enabling legislation). This sales tax remained as County revenue through October 2009, at which time it reverted to the State as part of the offset for taking over all Medicaid payments. This was enacted with the State’s “Medicaid Relief Act” enacted in 2006. Other changes to sales taxes enacted as part of “Medicaid Relief Act” changed the distribution of Article 42 from per capita basis to a point of sale basis and a requirement that the counties would hold the amount earmarked for school capital and the municipalities’ distributions harmless. Other taxes include register of deeds state excise taxes, beer & wine tax, and tax on federal land. SALES & OTHER TAXES

FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

County 1% (Article 39) Sales Tax $ 2,152,448 $ 2,077,207 $ 2,080,807 $ 1,678,909

Article 40 Sales Tax $ 2,389,450 $ 2,393,996 $ 2,393,996 $ 2,195,427

Article 42 Sales Tax $ 2,376,967 $ 2,381,657 $ 2,381,657 $ 1,150,452

Article 44 Sales Tax $ 793,739 $ 140,000 $ 140,000 $ 0

State excise tax – Register of Deeds $ 154,659 $ 155,000 $ 155,000 $ 140,000

Beer and Wine Tax $ 158,653 $ 180,000 $ 180,000 $ 150,000

Taxes on Federal Land $ 28,201 $ 12,680 $ 12,680 $ 12,680

Occupancy Tax $ 202,191 $ 180,000 $ 180,000 $ 180,000

Total Sales and Other Taxes $ 8,256,308 $ 7,520,540 $ 7,524,140 $ 5,507,468 In 1998, the Board of Commissioners and the Board of Education agreed to earmark a portion of the sales tax allocated for school capital purposes as the source of revenue to be used to repay the debt issued in 1999 and 2001 for the renovation of the schools. These funds are recorded in the School Capital Reserve Fund, a special revenue fund designed to account for the revenues and expenditures earmarked for renovations. An amount equal to the principle and interest payment is then transferred to the Debt Service Fund.

29

Intergovernmental Revenues: Restricted and Unrestricted Intergovernmental revenues consist of funds from state and federal sources. Grant funds are received for general fund operations such as veterans’ services, emergency management, community-based alternatives, library and home and community care block grant. Separate funds are received by the Department of Social Services from both state and federal Sources, detailed in the department’s expenditure budget. Intergovernmental revenues are difficult to project from year to year. Grantee agencies, such as the state and federal government often tie funding to a certain match, or reduce funding levels in subsequent years in hopes that local governments will assume funding of the program. INTERGOVERNMENTAL REVENUES

FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Court facility fees $ 113,181 $ 100,000 $ 100,000 $ 100,000

CSC officer’s fees $ 25,923 $ 28,000 $ 28,000 $ 28,000

Register of Deeds $ 6,020 $ 5,700 $ 5,700 $ 4,200

Federal and State grants $ 6,262,978 $ 6,625,930 $ 6,505,092 $ 6,818,567

Excise Recreation – Heritage $ 142,782 $ 146,000 $ 146,000 $ 130,000

Jail Fees $ 14,194 $ 14,500 $ 14,500 $ 14,500

Concealed weapons fee $ 33,846 $ 10,000 $ 10,000 $ 24,633

Donations to County Departments $ 14,243 $ 100 $ 9,300 $ 100

Miscellaneous $ 50,197 $ 43,250 $ 51,000 $ 48,700

Total $ 6,663,364 $ 6,973,480 $ 6,869,592 $ 7,168,700 Licenses, Fees, and Other General Fund Revenues: Revenues in the licenses, fees, and other category encompass a wide range of non-tax revenue sources. This category is important to the overall financial strength of the County because it includes revenue from self-supporting, general governmental activities, such as building inspections, register of deeds fees, court facility fees, etc. Fees appropriately fund some functions of Granville County government, because they apply to a certain group of citizens, such as development-related services (building permits, planning fees, etc.). The philosophy of the governing body has been to have these services fund the direct cost of the provision of the service. In some cases, the fees may recover a portion of the indirect cost as well. Licenses, fees and other revenues are projected to decrease approximately 55% due to the shifting of the EMS Department to the Hospital and the continued slowdown of the economy. In accordance with the Board’s directives, staff continues to look for opportunities to generate fees and other offsetting revenue to fund programs that benefit certain segments of the population or where demand exists to support fees.

30

Licenses, Fees, and Other General Fund Revenues (cont’d): Sales, services and other revenues were forecast with input from department managers, grant sources and historical data. Each revenue category was considered separately and forecast from a zero base.

LICENSES, FEES, AND FY 08-09 FY 09-10 FY 09-10 FY 10-11OTHER REVENUES Actual Original Amended ApprovedPrivilege licenses 5,959$ 2,000$ 2,000$ 2,000$ Taxes on Oxford Housing Authority 6,647$ 6,650$ 6,650$ 6,650$ Planning Fees 70,084$ 68,000$ 68,000$ 55,000$ Sign Fees 875$ 1,500$ 1,500$ 1,500$ Inspection Fees 398,442$ 350,000$ 350,000$ 400,000$ SIBDA Fee -$ 1,000$ 1,000$ 1,000$ Boarding State and Federal Prisoners 39,413$ 35,000$ 35,000$ 35,000$ Ambulance Fees 1,738,321$ 1,500,000$ 1,500,000$ -$ Library Fees 43,348$ 40,000$ 40,000$ 40,000$ GAP & Recreation Facility Fees 27,067$ 25,000$ 25,000$ 18,000$ Rents 21,219$ 20,100$ 20,100$ 30,000$ Sheriff's Fees 83,160$ 75,000$ 75,000$ 74,000$ Jail Fees 642$ 500$ 500$ 500$ Election Fees 685$ 600$ 600$ 300$ Franchise Fees 73,334$ 56,000$ 56,000$ 56,000$ Safe Road Civil License Act 4,648$ 4,200$ 4,200$ 4,200$ Animal Control Fees 17,694$ 21,500$ 21,500$ 21,000$ Collection Fees 92,325$ 90,900$ 90,900$ 93,600$ Copies 3,850$ 6,000$ 6,000$ 6,000$ Municipal Election Reimbursement -$ 27,000$ 27,000$ -$ Senior Center Fitness fees 7,819$ 5,000$ 5,000$ 5,000$ Liquid Nutrition Sales 14,478$ 15,000$ 15,000$ 15,000$ Butner & Census Cost Share Revenue 30,235$ -$ -$ -$ Senior Services Crafts/Ad Revenue 2,356$ 1,000$ 1,000$ 1,000$ GIS Subscription Fees 23,375$ 15,000$ 15,000$ 15,000$ Cooperative Ext Functions 11,193$ 100$ 2,100$ 100$ Administration Fees 25,000$ 20,000$ 20,000$ 25,000$ Register of Deeds Fees 256,242$ 237,000$ 237,000$ 220,000$ Fire Marshal User Fees 25,035$ 18,000$ 18,000$ 18,000$ Miscellaneous 105,349$ 15,000$ 15,000$ 15,000$ Jail Vending/Canteen 25,333$ 24,500$ 24,500$ 24,500$ Vending Machines 812$ 250$ 250$ 250$ School Resource Officer 98,412$ -$ -$ -$ Sale of fixed assets & library books 6,158$ 5,000$ 20,480$ 15,000$ Other Fees and Revenues 68,382$ 5,000$ 62,200$ 31,500$

Total License, Fees & Other 3,327,892$ 2,691,800$ 2,766,480$ 1,230,100$

31

Investment Earnings and Transfers In: As shown in the following table, investment earnings for fiscal year 2010-2011 were budgeted below the previous year’s actual amount due to the current economic conditions and uncertainty in the market place. Currently interest rates remain weak and we are projecting fiscal year 2010-2011 investment earnings accordingly. INVESTMENT EARNINGS & TRANSFERS FROM OTHER FUNDS & COMPONENT UNITS

FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Investment Earnings $ 420,157 $ 450,000 $ 450,000 $ 350,000 Transfer from Vehicle Replacement Fund $ 0 $ 0 $ 141,232 $ 0 Transfer from Tourism Dev. Authority $ 80,000 $ 80,000 $ 80,000 $ 90,000 Transfer from ABC Board $ 157,654 $ 140,000 $ 140,000 $ 140,000 Transfer from Library Capital Projects $ 0 $ 0 $ 125,000 $ 0 Transfer from Landfill Reserve-Econ. Inc. $ 201,897 $ 0 $ 792,649 $ 0 Total Investment Earnings and Transfers In $ 859,708 $ 670,000 $ 1,728,881 $ 580,000

FY 08-09 Actual Revenues by Category

Sales & Other Taxes18%

Fees & Other7%

Restricted14%

Investments &Transfers

2%

Property Taxes59%

32

GENERAL FUND APPROPRIATED FUND BALANCE In fiscal year 2010-2011, 2.03% of the general fund expenditures or $870,530 of the prior year’s fund balance is appropriated to fund services. The necessity of having a fund balance is to provide adequate cash flow, given the erratic revenue cycle of the County’s operations. According to the North Carolina Local Government Commission, a local government entering a fiscal year with less than 8% undesignated, unreserved fund balance available will not have adequate resources to meet its obligations until it begins receiving property taxes. Granville County targets a range of 26% - 30% of expenditures for Undesignated/Unreserved Fund Balance. Historically, Granville County has experienced consistent growth in its fund balance. Fund balance decreased in FY 2006-2007 primarily due to one-time appropriations to the Granville County School System for utility construction cost overruns and start-up costs at the new high school; construction of the Granville Athletic Park Phase II expansion project; re-appropriation of prior year funds to the Butner Planning Council; and purchase of property near the Certainteed plant for construction of a NCDOT road. The following table shows the undesignated/unreserved fund balance over the last ten (10) years and the estimated fund balance for the fiscal year ending June 30, 2010.

Fiscal Year

Ending

Undesignated/Unreserved

Fund Balance

Percentage of Expenditures

Projected June 30, 2011 $16,814,753 35.85% Est. June 30, 2010 $17,685,283 35.49%

June 30, 2009 $18,146,260 39.75% June 30, 2008 $16,290,833 34.75% June 30, 2007 $11,966,953 26.94% June 30, 2006 $14,332,810 34.99% June 30, 2005 $11,871,907 36.50% June 30, 2004 $ 9,709,748 30.10% June 30, 2003 $ 8,543,508 23.80% June 30, 2002 $ 7,960,884 24.80% June 30, 2001 $ 7,268,566 24.00% June 30, 2000 $ 4,634,928 17.20%

Assumptions: The County estimated the fund balance available for appropriation using the audited financial statements for fiscal year ended June 30, 2010 and projected the operating results of fiscal year 2010. Based on the estimate, the County will exceed the minimum 8% requirement and will have sufficient resources to meet obligations prior to receiving the property tax revenues in December 2010. Appropriated Fund Balance

Actual FY 08-09

Original FY 09-10

Amended FY 09-10

Approved FY 10-11

$ 0

$ 492,435

$ 460,977

$ 870,530

33

Summary of Contingency and Use of Fund BalanceFiscal Year 2009-2010

Environmental Disaster Contingency:Date Description/Action Amount Balance7/1/2009 Budget Ordinance 10,000$

General Contingency:Adjustment

Date Description/Action Amount Balance7/1/2009 Budget Ordinance 170,000$

10/5/2009 33% of School Resource Officer for Mary Potter School (13,382)$ 156,618$ 1/4/2010 Capital Improvement Fund Contribution (20,000)$ 136,618$ 2/1/2010 Courthouse Interior Renovations (50,000)$ 86,618$ 4/5/2010 FY 2010 Elederly & Elderly with Disabilities Grant Match (9,383)$ 77,235$

AdjustmentDate Description/Action Amount Balance7/1/2009 Budget Ordinance 492,435$ 8/3/2009 Re-appropriate unexpended grant funds from prior year 30,939$ 523,374$ 9/8/2009 Re-appropriate unexpended grant funds from prior year 33,667$ 557,041$ 9/8/2009 Adjust HCCBG and matching funds to actual amount for FY 09-10 47,363$ 604,404$

10/5/2009 Adjustment for changes in debt requirements due to 2009 issues (211,049)$ 393,355$ 10/16/2009 Re-appropriate unexpended grant funds from prior year & JCPC refund 23,787$ 417,142$

2/1/2010 Re-appropriate unexpended recreation allocations 50,000$ 467,142$ 2/1/2010 Adjustment for changes in JCPC actual grant funding & expenditures (1,165)$ 465,977$ 4/5/2010 Re-appropriate unexpended recreation mini-grants 45,000$ 510,977$ 4/5/2010 Adjustment for changes in General Fund Revenues (50,000)$ 460,977$

Use of Fund Balance Summary - General Fund

Use of Contingency Summary - General Fund

34

% Change calculated usingSUMMARY OF GENERAL FUND EXPENDITURES

% ChangeBUDGET BUDGET BUDGET FY 2009-10

Page FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11 vs.GENERAL FUND Number ACTUAL APPROVED AMENDED APPROVED FY 2010-11Board of Commissioners / Governing Body 38 214,752 218,687 218,687 218,650 0.0%Administration 41 267,622 269,786 282,989 269,508 -4.8%Information Technology 43 - 51,562 51,562 51,945 0.7%Human Resources 44 44,924 136,437 136,437 134,461 -1.4%Construction Management 89 320 500 500 500 0.0%Finance 46 389,512 384,006 434,420 383,946 -11.6%Internal Auditor 48 49,975 60,556 60,556 60,435 -0.2%Board of Elections 50 268,164 259,741 259,741 258,998 -0.3%Register of Deeds 52 257,628 258,754 258,754 261,808 1.2%Tax Administration 54 600,303 563,468 563,468 611,502 8.5%General Services / Court Facilities 56 521,562 507,937 509,437 555,462 9.0%Social Services 58 7,291,980 8,049,160 8,047,214 8,333,053 3.6% Medicaid 60 1,030,973 500,000 500,000 50,000 -90.0%Veterans Services 68 13,033 13,750 13,750 13,750 0.0%Health & Medical Services 69 854,400 856,001 856,001 2,106,001 146.0%Senior Services 71 980,404 910,304 935,448 912,628 -2.4%Library 74 712,284 748,721 766,984 922,242 20.2%Cooperative Extension Service 76 358,351 382,624 321,186 326,935 1.8%Soil & Water Conservation District 78 100,686 100,686 100,686 87,761 -12.8%Recreation 80 209,226 135,226 230,226 135,226 -41.3%GAP/Jonesland Environmental Preserve 82 229,293 309,326 309,326 284,582 -8.0%Development Services - Inspections Division 86 400,109 414,151 433,151 420,169 -3.0%Development Services - Planning Division 88 287,373 276,152 276,152 276,182 0.0%Economic Development 84 197,309 193,400 193,400 173,700 -10.2%Granville County Schools 93 12,681,390 12,686,994 12,686,994 12,686,994 0.0%Vance Granville Community College 92 573,621 572,789 572,789 572,789 0.0%Sheriff 96 3,082,856 3,164,608 3,420,833 3,686,907 7.8%Detention Center 99 1,952,403 1,915,013 1,939,713 1,942,567 0.1%Emergency Medical Services 3,226,452 3,124,144 3,340,644 - -100.0%Emergency Communications 103 899,931 767,609 767,609 764,830 -0.4%Animal Control 101 242,270 246,561 248,561 271,131 9.1%Emergency Management 105 191,878 179,904 181,142 181,142 0.0%Fire Services 107 704,467 758,661 758,661 789,615 4.1%Forestry Administration 110 81,290 91,588 91,588 91,054 -0.6%Other Emergency Services 111 29,826 34,700 34,530 34,700 0.5%Special Appropriations 112 157,691 153,790 167,445 167,118 -0.2%Non-Departmental 115 1,120,556 1,321,048 3,778,845 1,405,301 -62.8%Pass Through Funds 117 367,740 349,528 408,674 357,880 -12.4%Contribution to Other Funds 119 4,919,610 7,670,491 5,574,840 6,916,049 24.1%Contingency 120 0 180,000 87,235 180,000 106.3%

TOTAL GENERAL FUND 45,512,164 48,818,363 49,820,178 46,897,521 -5.9%

35

OTHER FUNDS % Change

BUDGET BUDGET BUDGET FY 2009-10

FUND FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11 vs.

BALANCE ACTUAL APPROVED AMENDED APPROVED FY 2010-11

REVALUATION RESERVE

Revenues 69,201 68,000 68,000 98,400 44.7%

Expenditures 335,753 232,625 232,625 98,400 -57.7%

Fund Balance 6/30/09 159,292$

Est. Fund Balance 6/30/10 100$

Proj. Fund Balance 6/30/11 98,500$

DEBT SERVICE

Revenues 5,680,399 8,061,664 6,259,175 6,434,945 2.8%

Expenditures 5,680,399 8,061,664 6,259,175 6,434,945 2.8%

Fund Balance 6/30/09 -$

Est. Fund Balance 6/30/10 -$

Proj. Fund Balance 6/30/11 -$

SCHOOL'S RESTRICTED CAPITAL

Revenues 5,570,328 5,853,223 4,501,135 5,867,574 30.4%

Expenditures 6,054,982 6,919,470 5,379,944 6,863,063 27.6%

Fund Balance 6/30/09 2,265,674$

Est. Fund Balance 6/30/10 1,386,865$


E-911 COMMUNICATIONS

Revenues 488,399 184,400 184,400 199,800 8.4%

Expenditures 215,928 184,400 184,400 199,800 8.4%

Fund Balance 6/30/09 954,556$

Est. Fund Balance 6/30/10 954,556$


CAPITAL IMPROVEMENTS (CIP)

Revenues 477,868 110,000 1,811,438 204,000 -88.7%

Expenditures 952,005 361,625 2,843,135 324,200 -88.6%

Fund Balance 6/30/09 1,164,224$

Est. Fund Balance 6/30/10 132,527$


* Refer to Multi-Year plan included in the department's write-up

Note: Each Fund is discussed in detail in Section XIV

36

% Change

BUDGET BUDGET BUDGET FY 2009-10

FUND FY 2008-09 FY 2009-10 FY 2009-10 FY 2010-11 vs.

BALANCE ACTUAL APPROVED AMENDED APPROVED FY 2010-11

VEHICLE REPLACEMENT (VeRP)

Revenues 163,029 305,000 0 0 0.0%

Expenditures 282,926 377,500 141,232 0 -100.0%

Fund Balance 6/30/09 141,232$

Est. Fund Balance 6/30/10 -$

Proj. Fund Balance 6/30/11 -$

SOLID WASTE MANAGEMENT-

CONVENIENCE CENTERS

Revenues/ other sources 1,066,857 1,030,000 1,030,000 1,000,500 -2.9%

Expenditures/ other uses 987,225 1,116,885 2,116,885 1,139,845 -46.2%

Retained Earnings 6/30/09 1,433,853$

Est. Retained Earning 6/30/10 346,968$

Proj. Retained Earnings 6/30/11 207,623$

SOLID WASTE MANAGEMENT-

C&D LANDFILL & COMPOST OPERATIONS

Revenues/other sources 492,891 473,500 1,497,500 481,500 -67.8%

Expenditures/ other uses 1,078,041 844,149 851,124 793,826 -6.7%

Retained Earnings 6/30/09 449,768$

Est. Retained Earning 6/30/10 1,096,144$

Proj. Retained Earnings 6/30/11 783,818$

37

Granville County Government Organizational Chart

38

GOVERNING BODY – BOARD OF COUNTY COMMISSIONERS

Tony W. Cozart, Chairman of the Board Debra Weary, Clerk to the Board Granville County Administration 141 Williamsboro Street PO Box 906 Oxford, North Carolina 27565 Phone: (919) 693-4761 Fax: (919) 690-1766 Email: [email protected]

The seven (7) member Board is the official policy-making body for Granville County Government. The Chairman, presiding officer of the Board, serves as the official and ceremonial leader of the County and as a voting member. The Chairman, Tony W. Cozart and the Vice-Chairman, R. David Currin, Jr., were selected by other Board Members in December 2009 and will serve one (1) year terms in these capacities. Each Board Member is elected by District, and the individual candidate must live in the district. Partisan elections are held in even-numbered years. All official actions by the Board are made at public meetings, generally held on the first and third Monday of each month. Each meeting has an agenda and citizens are allowed an opportunity to make public comments to The Board. The Board also conducts special meetings and work sessions on the County’s budget and other issues of special interest. Current Board of Commissioners District Served

Tony W. Cozart, Chair 4

R. David Currin, Jr., Vice-Chair 3 Ronald R. Alligood 7 James W. Lumpkins 2 Hubert L. Gooch, Jr. 5 W.E. “Pete” Averette 6 Zelodis Jay 1

*District map can be seen on Page 4 of this document.

GOVERNING BOARD FY 08-09

Actual FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Personnel $ 105,600 $ 97,800 $ 97,800 $ 97,800 Benefits $ 42,510 $ 36,212 $ 36,212 $ 36,430 Operating $ 65,158 $ 83,175 $ 83,175 $ 82,920 Capital Outlay $ 1,484 $ 1,500 $ 1,500 $ 1,500 Total $ 214,752 $ 218,687 $ 218,687 $ 218,650

39

GOVERNING BODY – BOARD OF COUNTY COMMISSIONERS

ACCOMPLISHMENTS

Conducted an eight year revaluation of all real property in the County as required by the North Carolina Machinery Act.

Provided leadership for the Kerr-Tar Economic Development Corporation in the continuing

development of the four county hub project, Triangle North, and locally for the Triangle North Granville site.

Provided leadership for the continuing planning and implementation of the County landfill

expansion.

Provided leadership for the planning and construction of new library facilities, a new elementary school and an expansion of the County hospital.

Worked with the Granville County Economic Development Commission to recruit Shalag

Industries Ltd., an international supplier of non-woven fabrics used in the hygiene and wipes markets. The company will invest more than $17 million and create 42 jobs in the County.

GOALS, TARGETS, AND PERFORMANCE MEASURES

Continue to work to develop a method to shift some of the costs associated with construction of new schools to new growth and development.

Pursue grant opportunities to improve the quality of life for Granville County citizens.

Complete the construction projects already funded, such as the Courthouse Renovation project,

the Hester Water Line, the new Library facilities, the new Elementary School and the Hospital Expansion.

Carefully monitor the impact of new programs and enhancements in an effort to keep the tax rate

constant.

Work with the North Carolina Association of County Commissioners and the local State delegation to protect local revenue sources and develop revenue options to address growth issues.

40

COUNTY ADMINISTRATION County Administration includes the County Manager, Clerk to the Board, and an Administrative Assistant/Deputy Clerk to the Board. The County Manager and the Clerk to the Board are both appointed directly by the Board of Commissioners and serve at their discretion. The major duties of the department include supervising and coordinating the activities of the County-funded departments and agencies. This role differs based on the reporting relationships between the department or agency and the Board of Commissioners. For example, departments or agencies may report to separately

Brian M. Alligood, County Manager Debra Weary, Clerk to the Board Granville County Administration 141 Williamsboro Street PO Box 906 Oxford, North Carolina 27565 Phone: (919) 693-5240 Fax: (919) 690-1766 Email: [email protected]

appointed boards, the department manager may be elected, or the department manager may be appointed by the State. The organizational chart in the Governing Body section of the budget document lists these agencies and describes the relationships. The County Manager is generally responsible for the following functions: ensuring that all ordinances and policies of the Board are implemented; making recommendations on business matters; recommending an annual budget and keeping the Board informed on the County’s financial condition. The County Manager serves in the official capacity of budget officer, personnel officer, and the purchasing official.

County Manager

Administrative Assistant/Deputy

Clerk to the Board

Clerk to the Board

Management Analyst

(Currently Frozen)

Board of County Commissioners

ACCOMPLISHMENTS

Assisted the Board in working on major

projects such as 2010 Revaluation, courthouse renovation and security, new library facilities, new elementary school, hospital expansion, Triangle North-Granville and other economic development projects.

Worked with departments and outside

agencies to hold down costs and competitively bid contracts.

Compiled and delivered agenda materials in a

timely manner.

Worked with Human Resources Department to implement a wellness program in an effort to help hold down health insurance renewal costs.

Compiled and delivered the annual budget

according to the approved schedule.

41

COUNTY ADMINISTRATION

FULL-TIME POSITIONS AUTHORIZED FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10

3 4 4 4 4


Compile the Board meeting agenda material and prepare and deliver the agenda packages to Board members in a timely manner.

Incorporate technology improvements into County operations in a strategic and efficient manner. Help develop succession planning strategies within County departments. Develop additional safety training programs in an effort to lower workers’ compensation claims. Develop additional health and wellness programs in an effort to lower health insurance claims. To respond to at least 99.9% of Commissioner inquiries within 1 day. To respond to at least 99.9% of media inquiries within 1 day. To respond to at least 99.9% of citizen inquiries within 2 days.

97.00%

98.00%

99.00%

100.00%

2008 Actual 2009 Estimated 2010 Target

Respond to Commissioner within 1 dayRespond to media inquiries within 1 dayRespond to citizen inquires within 2 days

ADMINISTRATION FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 209,690 $ 207,547 $ 219,277 $ 205,827Benefits $ 43,163 $ 39,294 $ 40,767 $ 42,736Operating $ 13,227 $ 18,945 $ 19,945 $ 18,945Capital Outlay $ 1,542 $ 4,000 $ 3,000 $ 2,000Total $ 267,622 $ 269,786 $ 282,989 $ 269,508

42

INFORMATION TECHNOLOGY The Information Systems Department provides the County agencies and departments with the expertise required to remain in pace with the demands of a more technologically advanced society. Staff advises department leaders on areas of technology needs and serves as a liasion between the County and vendors hired to install or implement new hardware or software within the County.

Chris Brame, IT Network Administrator Granville County Administration 141 Williamsboro Street PO Box 906 Oxford, North Carolina 27565 Phone: (919) 603-1308 Fax: (919) 690-1766 Email: [email protected]

County Manager

IT Network Administrator

Accomplishments

Reconfigured the County e-mail system to increase security and improve performance.

Implemented wireless access at various County facilities to improve efficiency and enhance service delivery.

Assisted the Sheriff’s Department in the implementation of a remote access project that allows deputies to send and receive information from their vehicles which resulted in increased officer safety and patrol time.

Reconfigured servers to increase security and provide redundancy for critical service applications.


0 0 1 1 1 Information Systems FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 0 $ 36,072 $ 36,072 $ 36,638 Benefits $ 0 $ 10,140 $ 10,140 $ 9,957 Operating $ 0 $ 3,350 $ 3,350 $ 3,350 Capital Outlay $ 0 $ 2,000 $ 2,000 $ 2,000 Total $ 0 $ 51,562 $ 51,562 $ 51,945

43

HUMAN RESOURCES

Justin Ayscue, Human Resources Director Granville County Administration 141 Williamsboro Street Oxford, North Carolina 27565 Phone: (919) 603-1639 Fax: (919) 690-1766 Email: [email protected]

In 2008, Granville County created a Human Resource Department for the purpose of consolidating all personnel related matters under one roof. The human resource director is responsible for the following: 1) ensuring the County is in compliance with all applicable Federal and State labor laws, 2) administering all County sponsored benefits, 3) administering Worker’s Compensation, 4) ensuring consistency and fairness in the hiring of County personnel by centralizing the process, and 5) administering and interpreting the County’s Personnel Ordinance. The HR Director also aids in the negotiations of renewals of the different benefit products offered to County employees and acts as the primary source for information regarding these benefit products for employees and retirees.

FULL-TIME POSITIONS AUTHORIZED

County Manager

Human Resources Director

FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 0 0 1 1 1

HUMAN RESOURCES FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 35,609 $ 57,035 $ 57,035 $ 57,030 Benefits $ 7,436 $ 11,981 $ 11,981 $ 12,810 Operating $ 1,879 $ 67,421 $ 67,421 $ 64,621 Capital Outlay $ 0 $ 0 $ 0 $ 0 Total $ 44,924 $ 136,437 $ 136,437 $ 134,461

44

HUMAN RESOURCES

ACCOMPLISHMENTS

Consolidated job postings and advertisements and achieved savings.

Reviewed 100% of full-time personnel records for completeness and accuracy.

Developed a new hire checklist and streamlined orientation process.

Streamlined Workers’ Compensation reporting process.

Moved the County from 100% to 120% reimbursable as the method of financing unemployment insurance benefits. This should produce long-term sustainable

savings.

Developed a termination checklist to make sure nothing gets overlooked when removing an employee from active status.

Goals, Targets, and Performance Measures

Conduct at least 4 manager / supervisor training sessions.

Obtain PHR/SPHR certifications.

Work with the Finance Department to implement ADP as Granville County’s payroll vendor.

Work with the Finance Department to transition all bi-weekly paid employees to a monthly schedule.

Begin the process of updating/rewriting the County’s personnel policy.

45

FINANCE DEPARTMENT The County Finance Department is dedicated to efficiently and effectively administering the fiscal affairs of the County in compliance with State law and Federal regulations and in conformity with generally accepted accounting principles. The Department provides management with the fiscal information and analyses required by a local government in today’s ever-changing environment.

Michael Felts, Finance Director Granville County Finance Department 141 Williamsboro Street PO Box 1286 Oxford, North Carolina 27565 Phone: (919) 693-4182 Fax: (919) 690-1766 Email: [email protected]

The Department is also responsible for determining that all of the County’s disbursements are in strict compliance with the law and the County budget ordinance, maintaining all records concerning bonded debt and other obligations of the County, supervising the investment of idle funds, and maintaining an effective set of internal controls. The Finance Director serves as a consultant and advisor to the County Manager and Board of County Commissioners on all financial matters.

Finance Director

Accounting Specialist

Payroll Technician

Finance Accounting Technician

Grants Coordinator

HIGHLIGHTS

Successfully issued $8,000,000 in Library General

Obligation Bonds, $1,600,000 in Public Improvement General Obligation Bonds, and $10,215,000 in Refunding bonds resulting in savings of $574,855 for the County over the remaining debt service period.

Provided training to Finance Department staff and

other departments to enhance job duties.

Received the GFOA Certificate of Achievement for Excellence in Financial Reporting for the eleventh consecutive year.

Successfully bid and implemented new Banking

Services resulting in reduced service costs and increased investment earnings for the County.


FY 06-07 FY 07-08 FY 08-09 FY 09-10* FY 10-11* 6 7 5 5 5

• The Finance Director also serves as the Finance Officer of the Tourism Development Authority and South Granville

Memorial Gardens. * One position is frozen for fiscal year 2009-2010 and 2010-2011.

46

FINANCE DEPARTMENT


Provide 140 hours of combined staff development opportunities for the Finance Department Staff in order to improve knowledge in employment law, benefit services, and auditing standards.

Complete the successful conversion to outsourced payroll service and implement automated time &

attendance throughout the County.

Complete a 100% physical inventory of the County’s property, buildings, & equipment and implement a fixed asset database that is integrated with the County’s current general ledger software.

Issue 99.9% of checks on-time without errors.

98.80%99.00%99.20%99.40%99.60%99.80%

100.00%

2007Actual

2008Actual

2009Actual

2010 Est. 2011Target

% of checks issued on-time without errors

Finance Department FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 221,036 $ 223,498 $ 223,498 $ 221,704 Benefits $ 47,566 $ 44,823 $ 44,823 $ 50,357 Operating $ 115,303 $ 115,685 $ 166,099 $ 111,885 Capital Outlay $ 5,607 $ 0 $ 0 $ 0 Total $ 389,512 $ 384,006 $ 434,420 $ 383,946

47

INTERNAL AUDIT The Board of Commissioners created the Internal Auditing Department to provide reasonable assurance that the management control systems throughout the County agencies and departments are adequate and operating with effectiveness. The controls will be tested through compliance, financial and operational audits for all County departments. The Internal Auditor works closely with the Administrative and Finance departments, however reports directly to the Audit Committee.

Monique Heggie, Internal Auditor Granville County Administration 141 Williamsboro Street Oxford, North Carolina 27565 Phone: (919) 693-9539 Fax: (919) 690-1766 Email: [email protected]

County Manager

Internal Auditor


0 0 1 1 1 Internal Audit FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 36,585 $ 45,908 $ 45,908 $ 45,377 Benefits $ 9,754 $ 10,578 $ 10,578 $ 11,178 Operating $ 3,636 $ 4,070 $ 4,070 $ 3,880 Capital Outlay $ 0 $ 0 $ 0 $ 0 Total $ 49,975 $ 60,556 $ 60,556 $ 60,435

48

INTERNAL AUDIT

ACCOMPLISHMENTS

Completed an audit of the County cellular phones and the Fuelman system usage

Completed a compliance audit of DSS Child Care

Completed a cash management audit for Register of Deeds

Had a successful conversion of the Silent Whistle Hotline

Had a successful 2009 Exit Conference with External Auditors


Develop and plan strategies to remove audit findings from prior year’s audit

Develop a General Fund Revenue report analyzing historical trends and methods for forecasting future revenues

Identify and document internal controls for each department

Test the internal controls for each department

Attend courses at UNC School of Government Governmental Accounting and Financial Reporting

Introduction to Local Government Finance

49

BOARD OF ELECTIONS

Tonya Burnette, Director of Elections Granville County Elections Office 122 Williamsboro Street Oxford, North Carolina 27565 Phone: (919) 693-2515 Fax: (919) 690-0245 E-mail: [email protected]

The Board of Elections exists to conduct fair and impartial county, state, and federal elections. It continually maintains the voter registration database by removing deceased voters and felons, based on a state list, and removing voters who have moved out of the country or state. It provides statistical information to the public, students, and universities. It produces lists and mailing labels for candidates, parties, insurance agents, and businesses. It provides the public with information that is public record. It processes a large number of voter registration forms from the public and from agencies such as Social Services, DMV, Employment Security Commission, and the library. It works with municipalities to implement annexations and maintain accurate maps for the public. It conducts mailings to inform voters of annexations, road name changes, polling place changes, etc. It holds voter registration drives, and trains the public to conduct these drives. It does presentations to the public to educate them about voting. It surveys all polling places and ensures they are ADA compliant. The Board of Elections appoints Chief Judges for a two-year period and appoints poll-workers each election. It also conducts training sessions for the poll-workers before each election.


FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 3 3 3 3 3

County Boardof Elections(Appointed)

Deputy Director Elections Clerk

Directorof Elections

State Board ofElections Accomplishments

Filed fifty-one (51) candidates during the 2009

filing period Held successful municipal elections for the

Town of Stem, Town of Stovall, Town of Butner, City of Oxford, and City of Creedmoor

Board of Elections website up and running for the public

Implemented new Campaign Finance legislation, one of which is that candidates who spend over $1,000 must file campaign finance reports

Continued cross-training of staff to handle the enormous duties that our small office must be responsible for

50

BOARD OF ELECTIONS


Hold a General Election in November 2010

Receive approval from the U.S. Department of Justice to move our One-Stop site in lieu of our office for the Primary and Second Primary from the Richard H. Thornton Library to the conference room in the Granville County Administration Building due to construction at the library.

Implement the National Change of Address (NCOA) policy and be responsible for conducting

mailings to people who move and follow-up mailings to them

Set up the equipment and the sites and test them so that they are ready to modem the results in for the November 2011 elections

Find additional space for the Board of Elections office

0

10000

20000

30000

40000

2005 2006 2007 2008 2009

Total Registered Voters New Voters ProcessedChanges Processed Verification Cards Mailed

Board of Elections FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 160,597 $ 150,313 $ 150,313 $ 149,388 Benefits $ 32,823 $ 31,562 $ 31,562 $ 33,371 Operating $ 74,744 $ 70,985 $ 70,985 $ 74,559 Capital Outlay $ 0 $ 6,881 $ 6,881 $ 1,680 Total $ 268,164 $ 259,741 $ 259,741 $ 258,998

51

REGISTER OF DEEDS The Register of Deeds Office exists to provide proper maintenance, storage, recording, and indexing of the County’s public records. The Department files and indexes vital records (birth, death and marriages) and issues marriage licenses. Real Estate documents (deeds, deeds of trust, plats, etc.) are recorded, indexed and scanned for permanent records. Military discharges are filed and indexed. The office provides copies of all documents when requested. Oath of office is given to notaries commissioned in the county.

Kathy M. Adcock, Register of Deeds Granville County Register of Deeds 101 Main Street Oxford, North Carolina 27565 Phone: (919) 693-6314 Fax: (919) 690-1766 Email: [email protected]

Register of Deeds

Assistant

Register of Deeds (1)

Deputy

Register of Deeds II (2)

Deputy

Register of Deeds I (1)

Accomplishments

Register of Deeds attended Legislative/Educational Conference and Annual Trade Conference

Assistant & Deputy Register of Deeds certified at annual conference.

All Plats scanned.


5 5 5 5 5

52

REGISTER OF DEEDS


To maintain that at least 98% of documents recorded are permanently indexed within twenty-four hours.

Attendance at workshops for continuing education.

0

1000

2000

3000

4000

2005 2006 2007 2008

Birth Certified Deaths Certified Deeds recordedDeeds of Trust recorded Misc. recordings Satisfactions recorded

0100200300400500

2005 2006 2007 2008

Death cert. filed Birth cert. filed Marriages certified

Marriage Licenses issued Notary Oaths Discharges filed

Plats recorded

Register of Deeds FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 164,643 $ 157,442 $ 157,442 $ 159,396 Benefits $ 52,295 $ 48,813 $ 48,813 $ 51,388 Operating $ 39,772 $ 51,499 $ 51,499 $ 50,024 Capital Outlay $ 918 $ 1,000 $ 1,000 $ 1,000 Total $ 257,628 $ 258,754 $ 258,754 $ 261,808

53

TAX ADMINISTRATION The Tax Department exists for the listing, appraisal, assessment and collection of taxes on real and personal property as required by North Carolina General Statutes. This generates a primary source of revenue to fund all county agencies. The department also determines in which municipal district property is found, assesses and collects the revenue. It is responsible for placing a valuation on all property and keeping a list of current owners. Digital property maps are maintained in the department.

Judy Stovall, Tax Administrator Granville County Tax Department 141 Williamsboro Street Oxford, North Carolina 27565 Phone: (919) 693-4181 Fax: (919) 603-1398 E-mail: [email protected]


10 10 10 10 10

Tax Billing & Collection Administrator

Tax Assessment Specialist

Tax Assistant II (3 positions)

Tax Assistant I (4 positions)

GIS Technician and Mapper

Accomplishments

Maintained public use workstations to display property records and maps.

Worked with inspections, planning,

register of deeds and surveyors to get information on new construction and property transfers.

Completed 2010 County-wide

Reappraisal of all parcels and improvements.

Began keeping digital updates of tax

maps in mapping department.

Continued audit work with Evans and Associates to assure listing and appraisal of all Business personal property.

54

TAX ADMINISTRATION


Keep all records up-to-date. Use all available means to collect delinquent taxes. Provide courteous, impartial services to the public. Continue to work with all County agencies and outside authorities to assure timely listing and

appraisal of all property.

0

10000

20000

30000

40000

50000

60000

2005 2006 2007 2008 2009

# of Motor Vehicle Bills # of Real & Personal Property Bills # of Discoveries Garnishments

93.00%93.50%94.00%94.50%95.00%95.50%96.00%96.50%

FY 2007 FY 2008 FY 2009 FY 2010est

FY 2011Target

Percentage of Property Tax Collection

Tax Administration FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 330,239 $ 338,629 $ 338,629 $ 344,081 Benefits $ 98,119 $ 90,339 $ 90,339 $ 96,346 Operating $ 165,729 $ 133,500 $ 133,500 $ 170,075 Capital Outlay $ 6,216 $ 1,000 $ 1,000 $ 1,000 Total $ 600,303 $ 563,468 $ 563,468 $ 611,502

55

GENERAL SERVICES/COURT FACILITIES

Gary Bowen, Interim “Acting” Building Maintenance Supervisor Granville County Maintenance 141 Williamsboro Street PO Box 906 Oxford, North Carolina 27565 Phone: (919) 603-5335 Fax: (919) 690-1766

The General Services Department maintains more than 167,000 square feet of office and institutional space in more than 26 buildings. Work includes cleaning and general maintenance and repair. The custodial services are performed by both County employees and by a private cleaning company. Privatizing these services has improved the efficiency and effectiveness of the cleaning crews by allowing them to service the buildings after hours and has allowed a reduction in staff. This cost center also includes the utilities and courthouse expenditures to accommodate the State’s judicial offices.

HIGHLIGHTS

Administered and supervised the contractual

custodial service at the courthouse, administrative building, and the courthouse annex.

Maintained the Senior Center, Library, Social

Services, and other County facilities using in-house staff. Responded to calls for service for the maintenance of all buildings.

Re-bid the uniform, mats, and cleaning

supplies contract for County facilities.

Conducted a utility survey on all Progress Energy and Wake Electric utility billings for the County and assisted in the preparation of stimulus funded energy grant proposal.

Building &Grounds

Workers (4)

ContractCleaning Services

Courthouse &Administration Building

BuildingMaintenance

Specialist

AUTHORIZED FULL-TIME POSTIONS FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11

5 5* 4* 4 4 *Building & Grounds worker transferred to Senior Services Department to more adequately

represent work responsibilities.

56

GENERAL SERVICES/COURT FACILITIES

GOALS

Re-bid contract cleaning contract for

Administration, Social Services, and Courthouse Buildings during the summer of 2010.

Monitor the condition of the custodial

services and resolve service problems immediately.

Complete a preventive maintenance schedule

of all County-owned equipment.

Work to bring County buildings up to current code in regard to emergency lighting, doors, accessibility, etc.

Respond to all requests for service in a

timely manner.

COUNTY MAINTAINED FACILITIES

Building Yr SF County Administration 1987 17900 Detention Center 1976 5760 Courthouse 1852 22723 Courthouse Annex 1976 7660 Granville Museum 1930 1440 Harris Exhibit Hall 1930 6000 Elections/Inspections 1900 11500 Davis Building 1900 3600 EMS #1 – Oxford 1970 1750 R.H. Thorton Library 1963 12400 Stovall Library 1968 800 Wall Street Office Bldg 1970 3750 Stovall Senior Center 1996 1960 EMS #3 - Stovall 1968 1630 Health Center 1975 7500 Senior Center - Oxford 1850 21000 Social Services 1969 11875 Habitat Building 1900 2700 Orange St Comm Ctr 1930 1750 Multi-Specialty Complex

2005 7800

Landfill Building 1975 1200 EMS#2 Creedmoor 1975 2800 EMS #4 Butner 1980 1600 South Granville Admin 2001 4800 Wilton EMS station 2008 3000 Oak Hill EMS station 2009 3000

General Services & Court Facilities

FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Personnel $ 134,536 $ 145,137 $ 145,137 $ 145,800Benefits $ 39,750 $ 37,468 $ 37,468 $ 39,719Operating $ 122,269 $ 112,400 $ 113,900 $ 122,740Utilities $ 148,290 $ 138,168 $ 138,168 $ 172,453Capital Outlays $ 0 $ 1,000 $ 1,000 $ 1,000Court Facilities $ 76,717 $ 73,764 $ 73,764 $ 73,750 Total $ 521,562 $ 507,937 $ 509,437 $ 555,462

57

DEPARTMENT OF SOCIAL SERVICES The Granville County Department of Social Services is 1 of 100 county administered social service agencies. Its enabling authority lies within NCGS §108A-25, and related statutes. The agency is mandated to provide an array of human supportive services that are authorized and funded, in part, by federal and state legislatures. Social service programs enable economically disadvantaged families to meet basic survival needs, and provide opportunities for families to gain self-sufficiency through employment. Other DSS programs focus on the protection, prevention, and remediation of abuse, neglect, dependency, and/or exploitation of children or adults. The department’s services are subdivided into three primary program areas: 1) Public Assistance Programs; 2) Family Services [Child Welfare/Adult Services]; 3) Child Support Enforcement. Public Assistance programs include Food & Nutrition Services, Medicaid, Work First (Employment), and General Assistance (Emergency Assistance-EA). Adult and Child Welfare Services include protective services, foster care, adoptions, guardianship, protective payee, personal care services, and case management. Child Support Enforcement services help establish parental responsibility, financial support obligations, and to ensure child support collections and disbursements.

ACCOMPLISHMENTS 1. Goal: The Work First program will divert 350 families from Welfare enrollment by providing

Benefit Diversion assistance. Result: The Work First program is on track to divert at least 360 families from the welfare roles by the end of FY 2010.

2. Goal: Medicaid case processing times shall not exceed the state tolerance level in all programs, e.g., MAD = 90 Days; NCHC = 45 days; and MA Other = 45 days Result: Processing Times: MAD = 58.4 Days; NCHC = 31.4 days, and MA Other = 34.6 days. The Medicaid staff processed cases well below the tolerance level in all program areas.

3. Goal: Food Stamp Program recognized for achieving a “Zero” QC Error Rate. Result: The program achieved a “Zero” Quality Error Rate last year and is on track to receive it this year.

4. Goal: The Child Welfare & Foster Care program will place at least 33% of the children in care

with relatives rather than in a foster home, group home or institution. Result: The percent of children placed with relatives is 36.8%, and exceeds our goal of 33%. This speaks well for our staff’s efforts in locating family members willing to accept youngsters removed from their principle home.

GOALS, TARGETS, AND PERFORMANCE MEASURES 1. Divert 350 families from enrolling in welfare programs by providing Benefit Diversion assistance. 2. Medicaid case processing times shall not exceed the state tolerance level in all programs, e.g.,

MAD = 90 Days; NCHC = 45 days; and MA Other = 45 days 3. Increase the average number of households that receive food assistance by 20% (3,519) over the

previous year’s annual average (2,933). 4. Reduce the average Length of Stay (LOS) of children in DSS – Foster Care custody from FY

2010@701 days by 90 days to 592 days or 1.62 years. 5. Place at least 33% of the children in DSS custody with their relatives who can provide less

restrictive and less costly environments.

58

GRANVILLE COUNTYDEPARTMENT OF SOCIAL SERVICES

CS Lead Agent177-40-370

CS Agent II177-40-357






CS Agent I177-40-363

CS Agent I177-40-364

Child Support EnforcementCS Supervisor II

177-40-375

SW IV - Inv.177-40-534

SW IV - Inv177-40-530

SW IV- Inv177-40-533

SW IV - Inv177-40-535

SW IV - Inv177-40-538

SW IV - Inv177-40-540

SW II - Inv (Intake)177-40-449

Assessment & InvestSW Supervisor III

177-40-665

SW III - Adult177-40-537

SW II - Adult177-40-444

SW III - Adult177-40-441

SW III - FC/Adopt177-40-536

SW III - FC177-40-531

SW III - FC177-40-532

SW III - FC177-40-539

SW III - FC177-40-543

New Position 2010-2011

State PositionServcies for the Blind

Floating Office

PA III - Temp .5 FTE177-04-313

Adult & Family ServicesSW Supervisor III

177-40-651

Computer Supt Tech II177-22-035

Acct Tech II - Fiscal177-04-702

Proc Asst III - Reception177-04-306

Proc Asst III - Reception177-04-307

Proc Asst III - Files/Mail177-04-308

AdministrationAdministrative Officer II

177-01-400

IM Cswkr II - MA/Fam177-02-202









Medicaid-FamilyIM Supervisor I

177-02-400

IM Cswkr III - Adult MA/SA177-02-303



IM Cswkr II - Adult MA/SA177-02-220



Proc Asst III - Adult MA/SA177-04-309

Medicaid-Adult/SAIM Supervisor II

177-02-502

IM Cswkr III - FNS177-02-300

IM Cswkr II - FNS177-02-203





IM Cswkr I w/a II - FNS177-02-225


IM Invest II - PI (FNS)177-02-650

Proc Asst III - FNS177-04-301

IM TECH - LIEAP177-02-000 (Temp)177-02-001 (Temp)

IM Cswkr II - FNS177-02-230 (ARRA)

Food & Nutrition ServicesIM Supervisor II

177-02-501

SW II - WF Employment177-40-446

IM Cswkr II - WF177-02-201



IM Cswkr II - Emerg Asst177-02-215

IM Cswkr II - Emerg Asst177-02-221

SW II - Child Day Care177-40-440

SW II - Child Day Care177-40-448

IM Cswkr II - Trans Coord177-02-224

CSSA - WF Transportation177-53-450

Work First/EmploymentIM Supervisor II

177-02-500

SOCIAL SERVICES DIRECTOR177-16-420

SOCIAL SERVICES BOARDCFY 2009-2010

Program Name F.T.E.’s Program Name F.T.E.’s

Administration 7.00 Work First/Employment 11.00 Food & Nutrition Services 12.00 Adult & Family 9.50 Medicaid (Adult) 8.00 Assessment & Investigation 8.00 Medicaid (Family) 10.00 Child Support Enforcement 10.00 Total: 75.50

59

Revenue FY 2008-2009 FY 2009-2010 FY 2009-2010 FY 2010-20115300 Actual Original Amended Approved

Administration 3,002,584 2,650,056 2,650,056 2,734,100 Day Care Reimbursements 1,525,337 2,013,988 1,736,260 1,930,381 Public Assistance 445,223 738,500 979,038 1,081,806 Smart Start 251,310 244,820 244,820 244,817 Local Share Other 2,067,526 2,401,796 2,437,040 2,341,949 Local Share Medicaid 1,030,973 500,000 500,000 50,000

Total 8,322,953 8,549,160 8,547,214 8,383,053

Expenses FY 2008-2009 FY 2009-2010 FY 2009-2010 FY 2010-20115300 Actual Original Amended Approved

Personnel 2,600,817 2,711,224 2,734,406 2,769,127 Benefits 728,176 690,589 690,589 742,541 Operational 267,323 316,724 319,375 336,848 Public Assist/Services 3,676,324 4,310,898 4,276,958 4,462,017 Equipment Purchases 19,340 19,725 25,886 22,520 Medicaid - Local Share 1,030,973 500,000 500,000 50,000

Total 8,322,953 8,549,160 8,547,214 8,383,053

DSS REVENUE/EXPENSES WORKSHEET

PROJECTED REVENUE

Administration32.6%

Day Care Reimbursement

20.0%

Public Assistance12.9%

Smart Start2.9%

Local Share Other27.9%

Local Share Medicaid

0.6%

PROJECTED EXPENSES

Personnel33.0%

Benefits8.9%

Operational4.0%

Public Assist/Services

53.2%

Equipment Purchases

0.3%

Medicaid - Local Share0.6%

Budget Rev/Exp Rept 2010-2011

60

DEPARTMENT OF SOCIAL SERVICES

Child Support Enforcement Organizational Chart

DSS Program/Unit Highlights

Lead Child Support Agent II1 FTE

Child Support Agent II1 FTE






Child Support Agent I1 FTE

Child Support Agent I1 FTE

Child Support Supervisor II1 FTE

Increased collections by 5.8%

($125,864) over last year’s collections.

Exceeded the previous year’s

percentage for the number of Children with Paternity Established by 4.2% (1,978 of 2,022 cases) for an overall 99.5% of desired goal.

Available Positions: FY 06-071 FY 07-082 FY 08-09 FY 09-10 FY 10-11

10 10 10 10 10

1 Reclassed an existing CS Agent II to Lead CS Agent 2 Reclassed an the last existing PA III to CSA I

61

Department of Social Services

Assessment & Investigations Organizational Chart


Social Worker IV- Invest1 FTE

Social Worker IV - Invest1 FTE





Social Worker II - Intake1 FTE

Social Work Supervisor III1 FTE

Investigated 269 Child Protective

Service reports, 15 (5.9%) more investigations than the previous year.

Recorded a 37% increase in

Abuse reports over previous year (37 vs. 27) – Neglect reports were unchanged from previous year (207) and remain the most frequently reported allegation (77%) of all reports.

Turnover 12.5%, 1 of 8 positions,

-- one resigned to accept higher pay with an urban county. Position filled within 14 days.

Available Positions:

FY 06-071 FY 07-08 FY 08-09 FY 09-10 FY 10-11

7 8 8 8 8

1 Increased staff by 1 FTE (SW II) in January 2006 to perform Intake functions exclusively.

62

Department of Social Services

Adult & Family Services Organizational Chart


SW III - Adult1 FTE

SW III - Adult1 FTE

SW II - Adult1 FTE

SW III - FC/Adoptions1 FTE

SW III - Foster Care1 FTE

SW III - Foster Care1 FTE

SW III - FC1 FTE

SW III - FC1 FTE

SWServices for the Blind

PA III - Temp.5 FTE

SW Supervisor III1 FTE

Guardianship for 10.7

adjudicated incompetent adults.

Managed an average of 79 Children in custody per month with 37.6% placed with relatives a little or no cost to the county, and of all of those in custody – 67% have been in custody less than 2 years. Recognized as recipient of “Challenge For Children”

Finalized 12 Agency Adoptions

and Assisted in 4 Independent Adoptions.


FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11

8 8 8 8 9

63


Administration Organizational Chart


Computer Support Tech. II1 FTE

Accounting Clerk IV1 FTE

Processing Asst. III(Reception)

1 FTE

Processing Asst. III(Reception)

1 FTE

Processing Assst. III(Files/Mail)

1 FTE

Administrative Officer II1 FTE

County Social Services Director1 FTE

During the Thanksgiving holiday, 35 families (70 people) benefited from Holiday Sponsorship. At Christmas, 128 families (394 people) benefited from Holiday Sponsorship. A total of 40 sponsors were identified.

Installed a wireless connection between the Child Support Office and DSS to enable the CSE programs to be saved on the DSS server.

Replaced 10 Food & Nutrition Services PC’s and printers using ARRA stimulus funds thereby saving the County over $6K.

Installed 75 annual Virus Protection programs by purchasing a 3 year license that will save the County approximately $600 per year.

Transferred the dept.’s email and Internet services to the County server resulting in an $800 per month savings.


FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 7 7 7 7 7

64


Medicaid Programs Organizational Chart


Income Maintenance Cswkr II1 FTE









Family MedicaidIncome Maintenance Supervisor I

1 FTE

Income Maintenance Cswkr II - Adult1 FTE





Income Maintenance Cswkr II- SA1 FTE

Processing Asst III- Adult1 FTE

Adult MedicaidIncome Maintenance Supervisor II

1 FTE

The Adult and Family/Child

Medicaid units have maintained excellent application “Average Processing Time” Score:

Goal Achieved MAD 90 Days 56.6 Days NCHC 45 Days 34.00 Days OTHER 45 Days 31.50 Days

The average monthly enrollment at the end of FY 09 for Adult MA did not increase, however, Family MA increased by 10% (281 cases per month) over last year’s averages. The staffing complement is inadequate to manage the caseload Family MA increase.


FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 09-10

16 17 18 18 18

65


Food & Nutritional Services Organizational Chart


Income Maintenance Cskr III1 FTE (Lead Worker)

Income Maintenance Investigator II1 FTE (Fraud)

Income Maintenance Cskr II1 FTE




Income Maintenace ICswkr II1 FTE

Income Maintenance Cskrr II1 FTE

Income Maintenance Tech - LIEAP(Part-time)


Processing Asst III1 FTE

Income maintenance Cswkr II1 FTE - ARRA

Income Maintenance Supervisor II1 FTE

Received a “No Error Rate” State

Certificate for FY 2007 and on track to repeat this goal for FY 2009.

Average number of approved

households that received food assistance increased by 12.8%, or by an average of 278 Households per month, over the previous CFY.

Program Integrity processed

$50,936 in fraud collections for the year, and approximately the same as the previous year.

ARRA Stimulus funds supported 1 FTE IMC II.


FY 06-071 FY 07-08 FY 08-09 FY 09-10 FY 10-11 11 11 11 12 11

1 Reclassed IM Investigator II to IM Caseworker II

66


Work First Program Organizational Chart


Social Worker II - WF1 FTE

Income Maintenance Cswkr II - WF1 FTE

Income Maintenance Cswkr II - WF1 FTE

Income Maintenance Cskr II - WF1 FTE

Income Maintenance Cswkr II - WF1 FTE (Trans. Coord)

Income Maintenance Cswkr II - EA1 FTE

Income Maintenance Cswkr I I - EA1 FTE

Social Worker II - CDC1 FTE

Social Worker II - CDC1 FTE

Comm. Soc. Services Asst - WF1 FTE

Income Maintenance Supervisor II1 FTE

Enabled 41 families to find

employment and successfully diverted 395 families from Welfare with Benefit Diversion (BD) by end of FY 09.

The WF participation rate climbed to 56%, 6% better than the State average, and 21.4% better than last year’s rate.

Assisted an average of 154

families per month with Emergency Assistance (EA) at a average monthly expense of $32,500.

DSS was able to support an average of 444 children per month in the Child Day Care program but the department has also had to start another “Waiting List” due to insufficient funds to support the demand for service.


FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 11 11 11 11 11

67

VETERANS SERVICES

Pello Duncan, Veteran Services Officer Veterans Services Office 120 Orange Street Oxford, North Carolina 27565 Phone: (919) 693-1484

Description: The Veteran’s Services office advises local veterans and their dependents about their rights and entitlements under various state and federal laws. The office actively assists them in completing the necessary forms and papers, obtaining documents and affidavits, and forwarding the same to the North Carolina Division of Veterans Affairs for review and presentation before the U.S. Department of Veterans Affairs. In 1999, the position was shifted from a full-time position to a part-time position working approximately ten to fifteen hours per week.

Services Provided Eligibility Determination for:

Disabilities Compensation and Pension Education Benefits Home Loans Insurance Death and Burial Benefits Health Care State Veterans Benefits

FY 08-09 FY 09-10 FY 09-10 FY 10-11A ctual O riginal A mended A pproved

Personnel 10,630$ 10,980$ 10 ,980$ 10,980$ Benefits 813$ 840$ 840$ 840$ O perating 1,590$ 1 ,930$ 1 ,930$ 1 ,930$ Capital O utlay -$ -$ -$ -$ Total 13,033$ 13,750$ 13 ,750$ 13,750$

68

HEALTH & MEDICAL SERVICES Granville Health System

050000

100000150000200000250000300000350000400000

FY2004

FY2006

FY2008

FY2010

County Funding Level The Board of County Commissioners owns and operates a 62-bed hospital known as the Granville Medical Center. A nine member Board of Trustees appointed by the County Commissioners supervises the operations of the hospital. One County Commissioner also sits on the Board as an ex-officio member. The General Fund contribution to the hospital supports the care of indigent patients, liability insurance, EMS services and certain capital needs. Fees and other revenue support the ongoing operations of the hospital. Approved funding for fiscal year 2010-2011 is $214,495 to offset the indigent care cost, $1,250,000 for EMS Services, $45,632 in property insurance, and $132,873 for capital expenditures.

250000

260000

270000

280000

290000

300000

310000

320000

330000

FY2004

FY2005

FY2006

FY2007

FY2008

FY2009

FY2010

County Funding Level Granville-Vance District Health Dept. Public health services are provided by the Granville County branch of the Vance-Granville Health District, one of the few remaining health districts in the state. Under the full-time direction of the District Director with a staff of nurses, sanitarians, and office personnel, the Department operates with general oversight by the 15 member Board of Health. One County Commissioner in each county serves on the District Board, and the Board of Health appoints the other members, including at least one physician, one dentist, one optometrist, one veterinarian, one registered nurse, one engineer, and one pharmacist. The total budget of the District exceeds

$5,380,000, including home health operations. Local funding comprises approximately 5% of the budget, while most of the funding is from state and federal sources. The approved funding for fiscal year 2010-2011 is $325,808.

69

HEALTH & MEDICAL SERVICES Five County Mental Health Authority

122000

124000

126000

128000

130000

132000

134000

136000

138000

FY2006

FY2007

FY2008

FY2009

FY2010

County Funding LevelA sixteen member Area Board governs the Five County Mental Health Authority which serves Granville, Vance, Warren, Franklin and Halifax Counties. One County Commissioner from each county serves on the Board. In addition each County Board appoints three members to the board. The governing board is empowered by G.S. 122-116-122-121 to serve as a comprehensive planning, budgeting, implementing and monitoring group for community based mental health, developmental disabilities, and substance abuse programs. The locally adopted mission statement is “to serve all citizens and community partners collaboratively through a comprehensive mental health, developmental disability and substance abuse system of care which promotes health, safety, and well being.” The State has enacted significant changes to the mental health system. Granville County has elected to provide the services using the multi-county authority option. This will allow the County to meet the statutory requirements with as few organizational and operational changes as possible. One of the major impacts will be a requirement to shift from a mission that includes direct service provisions, to a local management entity, which is responsible for managing care provided by outside sources.

FY 08-09 FY 09-10 FY 09-10 FY 10-11Actual Original Amended Approved

GMC - Indigent Care 214,495$ 214,495$ 214,495$ 214,495$ GMC - EMS Services -$ -$ -$ 1,250,000$ GMC - Property Insurance 45,673$ 45,632$ 45,632$ 45,632$ GMC - Capital 132,873$ 132,873$ 132,873$ 132,873$ Granville-Vance Health District 325,670$ 325,808$ 325,808$ 325,808$ Five County Mental Health Authority 135,689$ 137,193$ 137,193$ 137,193$ Total 854,400$ 856,001$ 856,001$ 2,106,001$

70

SENIOR SERVICES The Department of Senior Services exists to provide services and programming to the 60+ population of Granville County. Our mission statement is as follows: “The mission of Granville County Senior Services is to provide a sense of community, overall health, and independence for senior adults. We strive to be accessible and responsive through programs, services, and advocacy, enhancing the quality of life for our aging population.”

Kathy May, Director of Senior Services Granville County Senior Services 120 Orange Street Oxford, North Carolina 27565 Phone: (919) 693-1930 Fax: (919) 693-5358 Email: [email protected]

Nutrition SiteManager

(Part-Time)

Volunteers

Senior CenterCoordinator

Oxford/Stovall/Creedmoor(2 FT/ 1 PT position)

Senior ServicesCase Manager /Social Worker II

CNA IIFull-time

Positions ( 2 )

In-Home AidePart-timePositions

(24)

In-Home AideSupervisor

Fitness ProgramCoordinator

Receptionist(Part-time)

Medicare Specialist(Part-time)

Director ofSenior Services

We operate three multi-purpose senior centers in Granville County where older adults come together for fellowship, activities, and programs. Senior Centers are also a resource for the entire community, providing services and information on aging, as well as assisting family and friends who care for older persons. We provide services to the full spectrum of the aging population – from the well, active seniors to the frail, homebound seniors. For older persons at risk of losing their self-sufficiency, senior centers are the entry point to an array of services that will help them maintain their independence and help prevent premature institutionalization. These in-home services that are designed to help the frail elderly stay in their homes include aide services, respite time for family caregivers, home delivered meals, and a liquid nutrition program for those who need extra nutrition and calories. For the well seniors, the department provides several ways to help them preserve or improve their current functioning levels. First, our “Fit Past Fifty: fitness program offers several different levels of exercise classes. In addition, the senior games program allows seniors to compete with others in their age group in a number of events. Second, we provide nutritious meals in a supportive, friendly environment within each senior center. Third, we provide educational programs to keep the mind stimulated and active. Fourth, we try to keep our older adults involved in the community through intergenerational programs in schools, group trips, and regional senior games. Another important service is the Senior Health Insurance Information Program (SHIIP) counseling regarding Medicare issues. The department was nominated by the Insurance Commissioner’s office for the Outstanding County of the Year award along with four other counties.

71

SENIOR SERVICES

ACCOMPLISHMENTS

Served 13,821 home-delivered meals during the first 8 months of FY 09-10

Provided 5,629 hours of in-home aide services during the first eight months of FY 09-10

Served 10,343 congregate meals during the first 8 months of FY 09-10.

Provided 10,060 independent trips through KARTS and group trips for 251.

Mailed 11,568 newsletters during the first 8 months of FY 09-10.


FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 9 9 10* 10 10

*Building & Grounds Worker transferred from the General Services Department to more adequately reflect work responsibilities.


Continue maintaining current documentation for senior center recertification

Continue training of staff through the Insurance Commissioner’s Office to ensure up-to-date knowledge of Medicare issues

Continue to develop new and innovative programs that will be attractive to our baby boom seniors

Increase fitness program participation by 10% over the previous fiscal year’s participation numbers

Maintain a satisfaction rating of at least 93% for the home delivered meals program

Maintain a satisfaction rating of at least 98% for the in-home aide service

72

SENIOR SERVICES

05,000

10,00015,00020,00025,00030,00035,00040,00045,000

FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009

Meals Provided

Senior Services FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 218,174 $ 233,308 $ 233,308 $ 235,758 Benefits $ 53,531 $ 57,515 $ 57,515 $ 61,133 Operating $ 68,313 $ 68,120 $ 77,066 $ 67,861 Programs $ 514,809 $ 421,137 $ 434,145 $ 423,535 Capital Outlay $ 5,570 $ 0 $ 0 $ 0 Stovall Senior Center $ 62,354 $ 71,736 $ 71,736 $ 66,654 Creedmoor Senior Center $ 57,653 $ 58,488 $ 61,678 $ 57,687

Total $ 980,404 $ 910,304 $ 935,448 $ 912,628

73

GRANVILLE COUNTY LIBRARY SYSTEM

Tresia Dodson, Director Richard Thornton Library 210 Main Street Oxford, North Carolina 27565 Phone: (919) 693-1121 Fax: (919) 693-2244 Email: [email protected]

Libraries are gateways to information and opportunities for residents to inform themselves in order to effectively participate and live in a democratic system. The Library augments the educational process, provides recreational activities, and reading groups. The Library provides local residents with the technology required to apply for jobs, research school assignments, programs to encourage reading for all age groups, family genealogical research, personal finance information, child care information, business plans and advertising information for the small business owner, encclopedias, legal information, magazines, informational and popular films on DVD, music CDs, books on CD, and most importantly, a place where any topic can be discussed in an open and democratic manner.

Library Director Adult Services Librarian Circulation Clerk

(2 full-time) (3 part-time)

Page (2 part-time) Library Systems Administrator Technical Services Clerk Children’s Services Coordinator Children’s Services Clerk

(part-time) Library Associate – NC Room Branch Circulation Clerks

(2 part-time)

Branch Library Associate Circulation Clerk (2 part-time) Acquisitions Clerk

Highlights

Began the construction phase for the Richard

H. Thornton Library & the South Branch

Completed design work for the new facility at Stovall

Was selected to host the exhibit “The Science of Harry Potter”

Completed move of the Thornton Library to temporary quarters

74

GRANVILLE COUNTY LIBRARY SYSTEM


9 9 9 9 13

Goals

Finish the construction of the Richard H. Thornton Library, the South Branch and the Stovall Library

Complete plans for outreach services to isolated areas of county

Expand South Branch’s programs and services

Complete renovation to the Berea Branch

Library System FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Personnel $ 368,149 $ 398,004 $ 398,004 $ 487,026 Benefits $ 95,040 $ 90,174 $ 90,174 $ 129,464 Operating $ 98,981 $ 97,020 $ 111,365 $ 150,129 Capital Outlay $ 1,845 $ 2,580 $ 2,580 $ 0 Media Items $ 148,269 $ 160,943 $ 164,861 $ 155,623

Total $ 712,284 $ 748,721 $ 766,984 $ 922,242

020000400006000080000

100000120000140000160000180000200000

FY 2005 FY 2006 FY 2007 FY 2008 FY 2009

Annual Circulation Door Count Internet Use

Program Attendance Collection Items Added

75

COOPERATIVE EXTENSION SERVICE The Cooperative Extension Service is a partnership between the County and the University System that exists to bring university research and knowledge to help improve the quality of life in Granville County. This assistance is provided in the areas of family and consumer education, 4-H and youth development, and agriculture. More than ever, this agency is addressing broad based issues in reference to sustainability and profitability of agriculture, and the marketability of agricultural products. Additionally, this agency is the only agency in the County providing education and information in the areas of family economics, childcare provider training, preventive nutrition education, and youth development. This agency’s product is education and the latest research-based information that benefits farmers, rural and urban residents, families, community and civic leaders, and youth.

• Dotted lines reflect grant-funded positions.

Accomplishments

Re-certification classes continue to be offered to pesticide applicators in the County during the spring & fall of each year.

Countywide forestry, animal science, and soil science production

meetings are coordinated to provide producers the latest research information to protect, enhance, and manage their commodities/industry.

Family and consumer education programs continue in the most

critical areas of health, diet, foods & nutrition, and consumer education areas. A focus continues on strengthening and sustaining families through programming on building healthy and strong families, fostering resiliency for families in transition and promoting safe and healthy environments. Parent education is a key area of programming based on need identification.

Emphasis in alternative crops focuses on “alternative/specialty

crops” opportunities and marketing options.

4-H in the County continues to grow through school enrichment programs, activities, clubs, summer camp, and through limited resource community efforts and clubs.

The Extension Volunteer Association continues to address

strengthening the family and building strong communities through leadership development, continuing education, and community service projects; while serving as a “bridge from the university to the people.”

This fiscal year the 4-H Best program provided services to

Granville County juveniles through the Community Service and Restitution Program. Youth received training on behavior modification, career exploration and enrichment services through the Project Success Program and R.I.S.E. summer program.

The Teen Court program was organized to provide an alternative for youth offenders in sentencing, and to provide workforce training opportunities for interested teens.

AdministrativeAssistant

FCS Secretary

Family & ConsumerScience Agent

4-H B.E.S.T.Program Assistant

4-H B.E.S.T.Coordinator

4-H & Youth& JCPCSecretary

Mary Potter3 Program Assts.

Northern Granville1 Program Asst.

Hawley Middle School3 Program Assts.

SOS Program Coordinator

Extension Agent, 4-H

AgriculturalSecretary

AgriculturalExtensionAgent (2)

CEooperativextension

ervice DirectorS

76

COOPERATIVE EXTENSION SERVICE

Goals, Targets, and Performance Objectives

Increase the profit potential of agricultural producers through optimized production practices and improved marketing strategies. Protect the environment and natural resources.

Work with new and existing field crop producers and fruit and vegetable growers, helping

them diversify their farm operations to include high value horticultural crops, realizing several marketing options, and obtaining a greater income per acre.

Strengthen the economy through profitable, sustainable and safe food, forest and green

industry systems.

Increase the visibility and number of youth in the 4-H program through more 4-H school enrichment and special interest programs. Will also “grow” the 4-H BEST, Juvenile Crime Prevention and Teen Court programs that target at-risk youth, through a myriad of curriculum offerings through the schools.

Develop and implement ongoing and new programs in the areas of family development,

human environment, food, nutrition, diet, food safety, and family resource management for the enhancement of the economic and personal well being of individuals and families through research-based education. Expand the family and consumer science audience through targeted out-reach efforts (i.e. Faith-based initiative, agency collaborations, older adult population).

Empower youth and families to lead healthier lives and become community leaders.

Co-operative Extension FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel (Send-In Salaries) $ 195,172 $ 205,003 $ 205,003 $ 234,000 Operating $ 89,350 $ 25,642 $ 47,814 $ 22,942 Capital Outlay $ 0 $ 0 $ 0 $ 0 4-H Best $ 73,829 $ 78,249 $ 68,369 $ 69,993

Total $ 358,351 $ 382,624 $ 321,186 $ 326,935

77

SOIL & WATER CONSERVATION

Warren Daniel, District Administrator Granville County Soil & Water Conservation District 146 South Main Street Oxford, North Carolina 27565 Phone: (919) 693-4603 ext. 3 Fax: (919) 693-2137 Email: [email protected]

The Granville County Soil and Water Conservation District, a political subdivision of State Government, provides local assistance in natural resource management. The District's major focus continues to be the implementation of State and Federal Regulations and Cost Share programs that effect water quality such as the North Carolina Agricultural Cost Share Program, Neuse River Basin regulations, Federal Conservation Reserve Programs (CRP), Environmental Quality Incentive Program (EQIP) and the regulations governing Animal Waste Management Systems (.0200 Regulations). Its involvement includes administration and technical assistance for Farm Bills and a variety of State and Federal water quality programs. The District is involved in resolving resource problems created by housing developments, shopping centers, and highways. The District provides information and coordinates assistance from other agencies by means of newsletters, newspaper articles, magazines, and meetings in an effort to keep the public aware of soil and water conservation issues. This is accomplished through the provision of administrative and technical assistance and the coordination of local, state, and federal funding programs, which encourage land users and landowners to install and maintain Best Management Practices (BMPs). The District also reviews sedimentation and erosion control plans and special use permits in conjunction with other governmental agencies. The District offers an extensive environmental education program to encourage public awareness of soil and water conservation.

Department Highlights

26 on site investigations that included ponds, erosion and drainage problems.

No-till planter used by 24 people for a total of 255 acres.

Cost-shared (NCACSP) with 36 landowners totaling $75,445.

USDA Conservation Programs cost-shared with 12 landowners totaling $61,436.

Distributed hardwood seedlings to 69 Granville citizens.

78

SOIL & WATER CONSERVATION

Department Goals

Promote to renovate 250 acres of pasture and hayland using the District’s no-till drill.

Cost-share 100% 2010-2011 NCACSP allocation.

Cost-share with 5 new landowners.

Offer hardwood seedlings again in the Fall.

Publish 6 conservation articles for local paper.

0

20

40

60

80

100

2003 2004 2005 2006 2007

NC Ag Cost-Share Contracts USDA Cost-Share Contracts *

* The reduction in the USDA Cost-Share Contracts shows a reduction due to shifting this program to the North Carolina Forestry Service. Soil Conservation FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 83,085 $ 72,647 $ 72,647 $ 71,889 Benefits $ 14,206 $ 12,644 $ 12,644 $ 13,267 Operating $ 3,395 $ 15,395 $ 15,395 $ 2,605 Capital Outlay $ 0 $ 0 $ 0 $ 0

Total $ 100,686 $ 100,686 $ 100,686 $ 87,761

79

RECREATION

For the past ten years, the Board of Commissioners has used the Recreation Master Plan to guide the development of programs to address the lack of recreational facilities in the County. Significant progress has been achieved in the implementation of the plan, which has been revised and updated periodically. Some of the successes have included the following: (1) Inclusion of systematic per capita funding plans and a mini-grant program into the annual continuation budget; (2) Activation of the occupancy tax to be earmarked for recreational facilities; (3) Creation of the Recreation Advisory Committee. (4) Development of a regional park facility; (5) Creation of a grant program to encourage the construction of new facilities; (6) Development of a systematic funding approach that provides equitable funding for programs in all parts of the County; and (7) continued funding of the following programs: City of Oxford Recreation: The County provides funding for the City to conduct a variety of programming options for children, youth and adults. These programs are open to all residents, although a higher fee is charged to non-city residents for most programs. The fiscal year 10-11 budget includes $67,613. South Granville Athletic Association, Inc.: This is a non-profit, all volunteer agency that conducts sports leagues for youth and adults. Association activities were first developed in 1959, when Mr. Sid Oakley identified a need to provide youth amateur athletics to a group in the Butner area. In the same period, Mr. B. C. Roberts formed a Boy’s Club and had the same goals for the Creedmoor community. Two ball teams were formed and continued to play in competitive sports in surrounding communities. The Association has grown rapidly in recent years and now serves more than 600 youth and adults in the County. The fiscal year 2011 budget is pending a recommendation from the Recreation Advisory Committee and will be funded from the parity in funding allocation. City of Creedmoor: The City maintains several facilities available to County residents. These include a gymnasium, sports fields, and the Lake Rogers recreation area. The fiscal year 2011 budget is pending a recommendation from the Recreation Advisory Committee and will be funded from the parity in funding allocation. Parity in Funding Effort: The Recreation Master Plan identified a disparity in the funding levels in the areas served by the Oxford program and the South Granville programs. This cost center sets aside funds for expanded or new programs for the three townships in southern Granville County. During the year, the Board will entertain proposals for these funds. The funding allocation of $67,613 is in the account pending a resolution from the Recreation Advisory Committee. Stovall Area Park: During the service expansion phase of the 2007-2008 budget process, the Granville County Commissioners set aside $50,000 to purchase property in the Stovall area of the county to develop a recreational park. This is in accordance with the Granville County Parks and Recreation Master Plan which proposes the development of a new park in the northern area of the county by 2010.

80

RECREATION

Matching Grant Program: The grant program is designed to provide matching funds as seed money for the development or continuation of public leisure services. In fiscal year 2005 funding was set at $35,000 annually. The approved budget for 2010-2011 defers this program to fund the additional staff position at the Granville Athletic Park needed due to the expansion. Traditionally the maximum amount of each grant is limited to $10,000 and requires a dollar for dollar match. The facilities constructed must be available to the public when not used by the owner. The grants are typically advertised each year in August and are awarded in January or early February.

Sample of Funded Mini – Grant Projects Playground Equipment – Creedmoor Elementary Paved pathway to connect Butner-Stem Elementary & Middle Schools Multi-purpose game area – Stovall-Shaw Elementary Portable benches – Butner-Stem Middle School Covered patio area at Rucker Park Family Pool, picnic shelter at Granville Street Park, dugout covers at Hix Field and Rucker Park – City of Oxford Dugouts – Northern Granville Middle School Additional play equipment at Lake Rogers Park – City of Creedmoor

Butner Town Council: This was a service expansion funded in fiscal year 2000 and continued each year through 2008-2009. The funds were in lieu of funding a volunteer fire department, since these residents are taxed through a special district for the services. These funds were earmarked for recreation purposes. The Town of Butner was incorporated in November 2007, and now funding for the fire services is recommended in the Fire Services section of the budget. Recreation

Actual 2008-2009

Original Budget 2009-2010

Amended Budget 2009-2010

Approved 2010-2011

City of Oxford $ 77,613 $ 67,613 $ 67,613 $ 67,613 South Granville Athletic Assoc. $ 62,613 $ 0 $ 67,613 $ 0 City of Creedmoor $ 15,000 $ 0 $ 0 $ 0 Parity in Funding $ 0

$ 67,613 $ 0

$ 67,613

Stovall Area Park $ 0 $ 0 $ 50,000 $ 0 Matching Grant Program Projects $ 25,000 $ 0 $ 45,000 $ 0 Butner Planning Council $ 29,000 $ 0 $ 0 $ 0 Other $ 0 $ 0 $ 0 $ 0 Total $ 209,226 $ 135,226 $ 230,226 $ 135,226

81

GRANVILLE ATHLETIC PARK/JONESLAND ENVIRONMENTAL PRESERVE

Larry Salisbury, Park Superintendent 4615 Belltown Road Post Office Box 906 Oxford, NC 27565 Phone: (919) 693-3716 Fax: (919) 693-6281 Email: [email protected]

The Granville County Recreation Master Plan called for the creation of a regional park facility to serve all county residents. The Granville Athletic Park/Jonesland Environmental Preserve is the result of many groups’ efforts to use land donated by the Jonesland Board of Directors and funds earmarked by the Tourism Development Authority to develop a state-of-the-art facility that includes both active and passive recreational opportunities. Granville Athletic Park/Jonesland Environmental Preserve is funded in part from a state grant, LWCF grant, and general obligation bond financing. The debt service on the G.O. Debt is being repaid through Occupancy Tax revenues provided by the Granville County Tourism Development Authority. The existing park includes two and a half soccer fields, amphitheater, two regulation sized baseball/softball fields, paved walking trails, wetlands and forestry educational areas, and other amenities. The park is open from dawn to dusk each day. Phase II includes two lighted multi-purpose fields, a sports pavilion, trails, and a small water park.


1 1 1 2 2

82

GRANVILLE ATHLETIC PARK/JONESLAND ENVIRONMENTAL PRESERVE

ACCOMPLISHMENTS

Completed construction of Phase II Installed traffic counters to assist in

developing performance metrics Hosted regional tournament events for

baseball, soccer, track and softball Marketed the facility to area businesses and

local, state and national organizations Managed and maintained park in an

environmentally and ecofriendly manner Provide on-site and web-based scheduling at

the Park Created plastic bottle recycling program

Park Maintenance & Groundskeeper (3 part-time)

Park Maintenance & Groundskeeper (full-time)

Park Supervisor

Director of Environmental Programs

GOALS, TARGETS, AND PERFORMANCE OBJECTIVES

Rebuild baseball fields I and II Continue to provide recreational opportunities in a safe and efficient manner Continue to work with TDA and others on promoting facility Thrive for “zero lost work days” due to on-the-job accidents/injuries In-house programs towards environmentally sustainability to reduce costs and

negative effects on environment

GAP/JONESLAND FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 92,855 $ 138,747 $ 138,747 $ 144,446 Benefits $ 14,821 $ 24,359 $ 24,359 $ 25,436 Operating $ 104,165 $ 139,720 $ 139,720 $ 112,200 Capital Outlay $ 17,452 $ 6,500 $ 6,500 $ 2,500

Total $ 229,293 $ 309,326 $ 309,326 $ 284,582

83

ECONOMIC DEVELOPMENT The Granville County Board of Commissioners funds efforts to promote economic growth both directly and indirectly. Indirect efforts include involvement in the Chamber of Commerce, Private Industry Council, development of water and sewer infrastructure, and education and job-training programs. This section describes four direct efforts to enhance the County’s economy – The Economic Development Commission, Inc., the Kerr-Tar Regional Economic Development Corporation, the Research Triangle Regional Partnership, and the Downtown Economic Development Corporation. Economic Development Commission, Inc. (EDC): The Granville Economic Development Commission, Inc. is a non-profit corporation originally created by the Granville County Commissioners and the City of Oxford. The Board currently consists of nine members, six members appointed by the County and three members appointed by the City. The Town of Butner has recently joined the EDC and revisions to the Board’s membership are underway. The primary responsibility of the EDC is to assist in any commercial and industrial development that will have a positive impact on Granville County’s economy. The continuation budget includes the EDC’s funding of $117,700. Kerr-Tar Regional Economic Development Corporation (KTREDC): The Kerr-Tar Regional Economic Development Corporation is a group of elected officials and stakeholders from Granville, Franklin, Vance and Warren counties. The purpose of the organization is to promote economic development in the four county region by developing a new industrial park in each county with a tax sharing agreement between the four counties. Through enabling legislation, tenants in all the parks will be eligible for tier one tax credits under the William S. Lee Act. The four parks collectively are marketed as “Triangle North” with each individual park adding its County name. “Triangle North – Granville” is marketed as a site for life science and technology based industries. Due to the location of the parks, the tax benefits for tenants, and the cooperative efforts of the four counties to promote the region as a whole, there is tremendous potential for economic growth. Research Triangle Regional Partnership: The County participates in this regional effort to promote the Research Triangle and surrounding areas. Financial participation is based on the County’s population. In fiscal year 2008-2010, the County funded 100% of this cost. In 2010-2011 dues are being paid by EDC. Downtown Oxford Economic Development: This is a non-profit corporation whose mission is to stimulate downtown economic development in Oxford, while preserving the historical character of the business district and immediate surrounding areas. The governing board consists of ten members appointed by the City of Oxford and three non-voting members, one of which is appointed by the County Commissioners. In recent years, the County has provided funding for specific improvement projects in downtown Oxford. The funding level for the County is based on the projected share of taxes that would be paid in the downtown district if the County were a private business. The approved budget for fiscal year 10-11 includes $20,000. Economic Development

Actual

2008-2009

Original Budget

2009-2010

Amended Budget

2009-2010

Approved Budget

2010-2011

EDC $ 134,617 $ 134,616 $ 134,616 $ 117,700

Kerr-Tar REDC $ 40,000 $ 36,000 $

$ 36,000 $ 36,000 Research Triangle Regional

Partnership $ 2,692 $ 2,784 $ 2,784 $ 0

Downtown Oxford EDC $ 20,000 $ 20,000 $ 20,000 $ 20,000

TOTAL $ 197,309 $ 193,400 $ 193,400 $ 173,700

84

GRANVILLE COUNTY DEPARTMENT OF DEVELOPMENT SERVICES

Scott Phillips, Director Granville County Development Services 122 Williamsboro St. Oxford, NC 27565 Phone: (919) 693-1326 Fax: (919) 693-6794 Email: [email protected]

Granville County Development Services reorganized in fiscal year 2000 and combined the Granville County Planning Department and Granville County Inspections Department under one department manager and administrative staff. The purpose of this direction was to provide better service to the public as well as reduce the cost of operations. To date, the Department has significantly reduced public complaints regarding bureaucracy and the time involved with the process of permits and has reduced operating expenses by approximately 15%. In 2003, the department assumed the responsibility for management of construction and renovation of County owned facilities. The Department now includes the divisions of Planning, Inspections, and Construction Administration.

Development Services Director

Administrative

Support Specialist

Senior Planner

Building Code Enforcement

Officers

Planner (2 positions) Zoning

Technician Administrative Support

Chief Building Inspector

Inspector II (2 positions) Inspector I

*The Assistant Granville County Fire Marshall serves as a part-time level I inspector. His schedule is coordinated, when needed, with the Granville County Fire Marshall.

Full-Time Positions Authorized FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11

Inspections Division 6 6 6 6 6 Planning Division 5 5 5 5 5

85

DEPARTMENT OF DEVELOPMENT SERVICES DIVISION OF INSPECTIONS

Dale Evans, Chief Building Inspector Granville County Inspections Division 122 Williamsboro St. Oxford, North Carolina 27565 Phone: (919) 603-1326 Fax: (919) 693-6794 Email: [email protected]

Description/Mission: The Inspections Division enforces the North Carolina Building Code(s) as determined by the North Carolina Building Code Council and adopted by the North Carolina Legislature. The Code applies to new construction, as well as alterations and modification to existing residential and non-residential buildings. The division reviews construction plans and approves permits for building, electrical, plumbing and mechanical construction or modifications. Certified Code Officials enforce the provisions of the Code by frequent field inspections during various stages of construction.

Accomplishments

Completed the implementation of truck computer system that will reduce operating expense field related consumables.

Coordinated continuing education locally saving travel related expenses. Maintained Public Awareness bulletin board. Provided primary information for public use on Granville County website. Provided 100% of inspections within 24 hours of call-in request. Responded within 3 days to all inspection related complaints.


Continue active role in organizing regional continuing education classes therefore reducing travel expenses.

Continue to make citizens aware of changes and interpretations of the Building Code(s) by expanding information on the County website.

Transition to internet-based permitting software that will enable public access for updates and scheduling.

86

DEPARTMENT OF DEVELOPMENT SERVICES DIVISION OF INSPECTIONS

0

2000

4000

6000

8000

FY 06/07 FY 07/08 FY 08/09 FY 09/10

Building Inspections

Developmental Services

Inspections FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Personnel $ 299,471 $ 314,678 $ 314,678 $ 319,103 Benefits $ 68,551 $ 68,422 $ 68,422 $ 73,431 Operating $ 31,753 $ 29,471 $ 29,471 $ 27,635 Capital Outlay $ 334 $ 1,580 $ 20,580 $ 0

Total $ 400,109 $ 414,151 $ 433,151 $ 420,169

87

DEPARTMENT OF DEVELOPMENT SERVICES DIVISION OF PLANNING

Barry Baker, Director Granville County Planning Division 122 Williamsboro St. Oxford, North Carolina 27565 Phone: (919) 603-1331 Fax: (919) 693-6794 Email: [email protected]

Description/Mission: The Planning Division’s responsibilities include planning for, and managing, growth and land-use issues within the County. The division is responsible for the administration and enforcement of the Granville County Land Development Ordinance. The division reviews and approves Zoning and Watershed permits; reviews and approves minor subdivision plats; reviews major subdivision plats; processes Variance, Re-zoning, Conditional Use and Special Use requests; and provides assistance to the Granville County Board of Adjustment, Planning Board, and County Commissioners in their responsibilities and duties.

Accomplishments

Issued 380 Zoning Permits. Issued 79% of Zoning Permits same day application received. Issued 100% of Zoning Permits without error. Camp Butner National Guard Joint Land Use Study adopted in 2009 and

implementation of the study has begun. NC 50 Corridor Study began January 2010. Anticipate completion in Dec. 2010. Assisted Sheriff’s Department with “No Hunting” GIS Layer in 2009. Alternative energy land use amendments adopted in 2009.


Issue 80% of Zoning Permits on the same day the application is received. Issue 100% of Zoning Permits without errors. 400 Zoning Permits estimated for FY 2010-2011. Implement Falls Lake Nutrient Management Study Land Use rules.

88

DEPARTMENT OF DEVELOPMENT SERVICES DIVISION OF PLANNING

0

200

400

600

800

1000

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010

Zoning Permits Issued

Development Services

Planning Division FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Personnel $ 206,688 $ 200,240 $ 200,240 $ 201,609 Benefits $ 50,725 $ 48,875 $ 48,875 $ 52,098 Operating $ 26,932 $ 27,037 $ 27,037 $ 22,475 Capital Outlay $ 3,028 $ 0 $ 0 $ 0

Total $ 287,373 $ 276,152 $ 276,152 $ 276,182

89

DEPARTMENT OF DEVELOPMENT SERVICES DIVISION OF CONSTRUCTION ADMINISTRATION

Scott Phillips, Director Granville County Planning Division 122 Williamsboro St. Oxford, North Carolina 27565 Phone: (919) 603-1331 Fax: (919) 693-6794 Email: [email protected]

Description/Mission: The Construction Administration Division is responsible for implementation of the Capital Improvement Projects. The Division works with other departments or agencies in reviewing the project requirements based on needs and function. When necessary, staff retains design professionals for the preparation of drawings and specifications based on the scope of work to be executed. The Division prepares Requests for Proposals (RFP) for public bidding; processes contracts and reviews the work throughout to completion for compliance to the RFP. The Division is also responsible for minority participation while completing the Capital Improvement Projects. The Construction Administration’s mission is to provide quality work that satisfies need and function while maintaining an efficient budget.

Accomplishments

Coordinated the bidding process and construction completion of the Granville Athletic Park’s Spray Area and Amphitheater.

Administered the interior design phase of the Granville County Courthouse.

Coordinated the bidding process and construction completion for the interior

renovations, modifications, and security improvements to the Granville County Courthouse.

Provided design services; bidding coordination; and construction administration

for the exterior renovations of Harris Exhibit Hall.

Administered the design phase and construction completion of the Watkins Street parking lot.

Coordinated the structural repairs needed for the South Granville Satellite Offices

/ EMS building.

Administered phase I and II of the facilities Space Needs Study.

Coordinated the design and bidding procedure for the roofing replacement of 141 & 143 Williamsboro Street.

90


Coordinate the bidding process and provide construction administration for the roof replacement of 141 & 143 Williamsboro Street.

Continue the interior security improvements and departmental renovations of the

Granville County Courthouse.

Provide administrative assistance & coordination for Granville County General Services.

Development Services

Construction Administration

FY 09-10 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Personnel $ 0 $ 0 $ 0 $ 0 Benefits $ 0 $ 0 $ 0 $ 0 Operating $ 320 $ 500 $ 500 $ 500 Capital Outlay $ 0 $ 0 $ 0 $ 0

Total $ 320 $ 500 $ 500 $ 500

91

VANCE-GRANVILLE COMMUNITY COLLEGE Vance-Granville Community College (VGCC) is a joint venture between Vance County, Franklin County, Warren County, and Granville County, and the State Board of Community Colleges. Local responsibility is divided between the County Commissioners and the VGCC Board of Trustees, the County’s primary role being the funding source for the maintenance of facilities. Vance-Granville Community College operates the Main Campus in Vance County, and satellite campuses in: Butner (Granville County), Louisburg (Franklin County) and Warrenton (Warren County), and a Culinary Arts Program located at the Masonic Home for Children (Granville County). The South Granville campus also houses the southern branch of the R.H. Thornton Library. Vance County 75% Current Expense & Capital Outlay Granville County 25% Current Expense & Capital Outlay The table below shows the approved funding for the operating and capital needs for both the Main Campus and the South Campus. The funding request by VGCC totaled $657,154. The approved budget for fiscal year 2010-2011 totals $572,789 and is expected to maintain agreed funding levels between Vance County and Granville County. Vance-Granville Community College

FY 08-09

Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Main Campus- Capital Outlay

$ 6,240

$ 6,240

$ 6,240

$ 6,240

South Campus- Capital Outlay

$ 10,400

$ 10,400

$ 10,400

$ 10,400

Main Campus – Current Expenditures

$ 314,242

$ 314,242

$ 314,242

$ 314,242

South Campus – Current Expenditures

$ 221,107

$ 221,107

$ 221,107

$ 221,107

Culinary Arts Program $ 21,632 $ 20,800 $ 20,800 $ 20,800

Total $ 573,621 $ 572,789 $ 572,789 $ 572,789

92

GRANVILLE COUNTY SCHOOLS North Carolina General Statute 115C requires the County Commissioners to fund the following eight specific categories of school operations:

0

200

400

600

800

1000

1200

1400

1600

FY2004

FY2005

FY2006

FY2007

FY2008

FY2009

FY2010

Local Current Expenditure per Student

Buildings, furniture, and apparatus [G.S. 115C-251(b)]

Garage and maintenance equipment for school buses [G.S. 115C-249(e)]

Liability insurance [G.S. 115C-47(25)] Maintenance of plant [G.S. 115C-521(c) and

(d) , to 115C-524)] Sites [G.S. 115C-117] Proper furnishings of the superintendent’s

office [G.S. 115C-277] Supplies for school buildings [G.S. 115c-

522(c)] Water supply and sewage facilities [G.S.

115C-522(c)] The Granville County Board of Commissioners currently provides funding for the required categories and historically has funded instructional programs, pupil supporting services, and significant general administrative expenditures. The County’s appropriations to the Granville County Schools are made to three separate portions of the unit’s budget: current expense, category one capital outlay (building construction and renovation) and category two (equipment) & three (vehicles) capital outlay, combined. The current expense and the category two and three capital outlay are funded by tax revenue that is generated locally. Category one capital outlay, including new construction and renovations to facilities, is funded from the restricted portion of sales tax and is shown in the Contributions to Other Funds and School Capital Reserve sections of this budget. Over the last several years, the current expense budget has generally received a larger increase than most regular County departments. This is partially because of the additional facilities needed to address the increased enrollment in the County and the local desire to supplement the State’s funding of the instructional and administrative portions of the budget. The School Board requested a General Fund Budget of $12,686,994 of which $12,385,287 was for current expense, and $301,707 was for non-building related capital needs. The School Board also requested $675,486 of Category I funding for building maintenance and renovation projects. The Approved Budget includes $12,385,287 for current expense, $301,707 for non-building related capital needs, and $675,486 for building maintenance and renovation.

93

GRANVILLE COUNTY SCHOOLS

FY 2010-2011 Budget Drivers:

20.0% Decrease in Mentor Pay Expense 8.9% Increase in Health Insurance Rates 1.8% Increase in Employer Retirement Rate 10.0% Increase in Worker’s Comp & Liability Insurance 4.0% Increase in Utilities based on historical utilization 10.0% Increase in Fuel expenditures 10.0% Increase in Telephone & Trash Disposal 0.0% Increase in Salary Expense

The following table shows the school’s local funding for the last 10 years and the requested and approved funding for fiscal year 2010-2011. Originally approved budgets:

Fiscal Year

Average Daily

Membership

County Current Expense

Category II & III Capital

Total General

Fund

Category I

Capital (3)

Grand Total

All Funds 00-01 8140 $ 7,439,757 $ 106,000 $ 7,545,757 $ 455,478 $ 8,001,235 01-02 8246 $ 8,087,347 $ 110,240 $ 8,197,587 $ 471,420 $ 8,669,007 02-03 8554 $ 8,087,347 $ 185,240 $ 8,272,587 $ 561,108 $ 8,833,695 03-04 8742 $ 8,354,551 $ 229,300 $ 8,583,851 $ 677,941 $ 9,261,792 04-05 8768 $ 8,747,275 $ 251,698 $ 8,998,973 $ 601,059 $ 9,600,032 05-06 8700 $ 9,371,165 $ 257,900 $ 9,629,065 $ 613,138 $ 10,242,203 06-07 ^ 8804 $ 10,119,028 $ 268,216 $ 10,387,244 $ 624,525 $ 11,011,769 07-08 * 8988 $ 11,968,276 $ 464,059 $ 12,432,335 $ 649,506 $ 13,081,841 08-09 ♦ 8943 $ 12,313,287 $ 368,103 $ 12,681,390 $ 675,486 $ 13,356,876 09-10 8769 $ 12,385,287 $ 301,707 $ 12,686,994 $ 926,086 $ 13,613,080 ^ an additional request for one time funding of $200,000 was authorized during the year. See actual expenditures below. *Includes one time funding (after adjustment) of $330,500 for current expense and $185,114 for category II & III. ♦Includes one time funding of $210,000 for current expense and $850,000 for category I funding.

Includes an increase of $72,000 for GCHS mobile units and a one time Category I increase of $250,600. FY 10-11 School’s Requested: Average Daily Membership estimate = 8,787

$ 12,385,287 $ 301,707 $ 12,686,994 $ 675,486 $ 13,362,480 FY 10-11 Approved Budget:

$ 12,385,287 $ 301,707 $ 12,686,994 $ 675,486 $ 13,362,480 Percentage Increase in Enrollment from FY 2000 to FY 2010 7.73% Percentage Increase in Funding from FY 2000 to FY 2010 70.14% Additional Budget Document Information:

FY 08-09 Actual $ 12,313,287 $ 368,103 $ 12,681,390 $ 1,525,486 $11,206,876 FY 09-10 Amended $ 12,385,287 $ 301,707 $ 12,686,994 $ 926,086 $13,613,080

94

School Funding Estimates FY 2010-2011

Summary of Funding Levels - Granville County Schools School'sRequest Approved

FY 01-02 (4) FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07-08 FY 07-08 FY 08-09 FY 09-10 FY 10-11 FY 10-11Revised (6) Note (7)

Average Daily Membership 8246 8554 8742 8768 8700 8804 8988 8988 8943 8769 87876.29% 2.28% 3.30%

County Current Expense - Base $7,907,347 $8,087,347 $8,354,551 $8,747,275 $9,371,165 $10,119,028 $10,925,516 $11,637,776 $12,103,287 $12,313,287 $12,313,287 $12,313,287 Current Expenses - One Time $180,000 $200,000 $1,042,760 $330,500 $210,000 $72,000 $72,000 $72,000Capital - Category II & III - Base $110,240 $185,240 $229,300 $251,698 $257,900 $268,216 $278,945 $278,945 $290,103 $301,707 $301,707 $301,707 Category II & III - One Time $185,114 $185,114 $78,000 $0 $0 $0Total General Fund $8,197,587 $8,272,587 $8,583,851 $8,998,973 $9,629,065 $10,587,244 $12,432,335 $12,432,335 $12,681,390 $12,686,994 $12,686,994 $12,686,994

Capital - Category I - Base (3) $471,420 $561,108 $677,941 $601,059 $613,138 $624,525 $649,506 $649,506 $675,486 $675,486 $675,486 $675,486 Category I - One Time $0 $0 $850,000 $250,600 $0 $0Grand Total - All Funds $8,669,007 $8,833,695 $9,261,792 $9,600,032 $10,242,203 $11,211,769 $13,081,841 $13,081,841 $14,206,876 $13,613,080 $13,362,480 $13,362,480

Notes 1) (FY 98-99) Current expense includes $346,647 for new school startup expenses at Butner Stem Middle School. [Not shown in above table] 2) (FY 99-00) Includes $480,412 for a 2% local supplement for all certified staff. [Not shown in above table] 3) Category I capital is pursuant to 1998 agreement with Board of Education for sale of school bonds. 4) (FY 01-02) Includes start up expenses at Mount Energy of $270,000. 5) Recommended funding level is based on prior year's funding level. 6) Base and One Time funding were realigned to reconcile with the School System's actual use of FY 07-08 funding. This allows both the County and the School Systems base budgets to reconciled to the same starting point. This realignment results in $712,260 to be considered reoccurring from year to year. 7) Board approved funding includes funding of $322,600 for modular units to be placed at Granville Central High School. This funding is considered to be one-time funding and is suggested to be funded from General Fund Appropriated Fund Balance. The Board approved budget also includes a 4.5 cent tax increase to fund debt service for a new elementary school which is not shown in the above information.

School Funding 2010-2011 - Recommended

95

Brindell B. Wilkins, Jr.

96

SHERIFF’S DEPARTMENT

Brindell B. Wilkins, Jr., Sheriff Granville County Sheriff’s Department 143 Williamsboro Street Oxford, North Carolina 27565 Phone: (919) 693-3213 Fax (919) 603-1315 E-mail: [email protected]

The Granville County Sheriff’s Department exists because there is a public need for the overall protection of Granville County citizens. Those needs range from calls for service to investigative matters. The department serves papers and conducts investigations ranging from larcenies to murders. The department issues gun permits, and conducts background investigations on applicants for gun permits as well as prospective employees for the Sheriff’s Department and other county agencies when requested. The department also provides courtroom security and provides escorts for funerals as well as financial institutions. The deputies produce arrest and incident reports, and aid in the collection of unpaid bills. They provide solutions to problems and also issue jury notices for potential jurors. Revenues are produced from service of papers and gun permits. Calls are also dispatched from the Sheriff’s Office on occasion.

Chief Deputy1

Deputies/ DTF2

Corporal1

Sergeant/ DTF1

Drug Task Force

(16) Deputies - Shift(1) Deputy - SRO/Child Support

(2) Deputies - Civil

(4) Corporal - Shift(1) Corporal - Civil

Patrol Sergeants4

1 (civil)

Lieutenants2

Patrol Division

Detectives5

Sergeant1

Lieutenant1

InvestigationDivision

Records Clerk4

AdministrativeSupport Assistant

1

Administrative Secretary1

Records Division

Sheriff

Full-Time Positions Authorized

FY 06-07

FY 07-08

FY 08-09

FY 09-10

FY 10-11

50

51

51

51

55

97

SHERIFF’S DEPARTMENT

Highlights

All certified personnel have MDT’s and air card access

Successfully completed the

reorganization and transition of key position personnel

Created an ACE Squad (Aggressive

Criminal Enforcement) and completed personnel training

Expanded the use of NC Aware

Warrant database and trained deputies in the use of the system

Goals

Obtain eight (8) full-time deputy positions for courthouse security and to be used in civil process and special assignments.

Expand the use of the ACE Squad to

Interstate and County road interdiction

Increase training for deputies in

Rapid Deployment Methods in conjuction with other area law enforcement units

Sheriff FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 2,109,990 $ 2,181,239 $ 2,206,239 $ 2,259,680 Benefits $ 622,061 $ 608,984 $ 608,984 $ 675,970 Operating $ 326,684 $ 366,585 $ 395,137 $ 416,257 Capital Outlay $ 12,100 $ 7,800 $ 199,062 $ 335,000 Grant Expenditures $ 12,021 $ 0 $ 11,411 $ 0

Total $ 3,082,856 $ 3,164,608 $ 3,420,833 $ 3,686,907

0

5000

10000

15000

20000

Gun Permits

2006 2007 2008 2009

Papers Served Arrest Incident Reports Calls Dispatched

98

DETENTION CENTER

The Granville County Detention Center houses inmates until they are tried in court and disposition is made in their case. The Detention Center strives to provide a safe and secure environment for the inmates and staff as well as the general public. The Detention Center is reimbursed by the Department of Corrections for backlogged state inmates. The Center is also reimbursed for local inmates sentenced for thirty days or more. Currently 34 employees staff the facility and the maximum capacity is 87, consisting of 73 male beds, 10 female beds, and 4 juvenile beds.

Jimmy Hayes, Detention Administrator Granville County Sheriff’s Department 143 Williamsboro Street Oxford, North Carolina 27565 Phone: (919) 693-3717 Fax: (919) 693-1146 E-mail: [email protected]


FY 06-07

FY 07-08

FY 08-09

FY 09-10

FY 10-11

33

34

34

34

34

Transportation Officer

Detention Officer (Flex)

Lead Shift Supervisor

Maintenance Technician

Administrative Secretary

Shift Sergeant

Shift Sergeant

Lead Cook

Shift Sergeant

Shift Sergeant

Records Clerk II

Detention Officers (3)

Relief Sergeant

Relief Sergeant

Relief Sergeant

Records Clerk I

Cook (5)



Relief Sergeant


Jail Administrator

99

DETENTION CENTER

Accomplishments

Purchased radios for each officer

Received zero demerits from NC Department of Environment and Natural Resources during their inspection

Reorganized filing system for the

nurse

Maintained acceptable level of spending and staff

Goals, Targets, and Performance Objectives

Request records clerk position to

take court dispositions during District Court, Superior Court and Child Support Court. This position would also serve as a Court Liaison.

Request Touch Control Panel for

Control Room to replace the existing push button panel which is 14 years old, out of date and worn out.

Request a 16 camera system and

DVR to monitor the old side Jail cells and outside parking lots which surround the Detention Center.

70

75

80

85

90

95

2004 2005 2006 2007 2008 2009 2010 (est)

Average Daily Inmate Population

Detention Center FY 08-09


FY 09-10 Amended

FY 10-11 Approved

Personnel $ 1,083,509 $ 1,073,251 $ 1,073,251 $ 1,074,938Benefits $ 321,246 $ 297,380 $ 297,380 $ 314,590Operating $ 523,239 $ 532,868 $ 532,868 $ 532,446Capital Outlay $ 24,409 $ 11,514 $ 36,214 $ 20,593

Total $ 1,952,403 $ 1,915,013 $ 1,939,713 $ 1,942,567

100

ANIMAL CONTROL DEPARTMENT

Cathy Hartley Chief Animal Control Officer Granville County Animal Control 5650 Cornwall Road Oxford, NC 27565 Phone: (919) 693-6749 Email: [email protected]

The Animal Control Department exists to protect Granville County citizens and visitors from the potentially deadly threat of rabies, vicious wild or domestic animals and other dangerous situations that may occur from the daily interaction between humans and animals. Animal Control is responsible for enforcing the Granville County Animal Control Ordinance, operating the county animal shelter, controlling the population of unwanted or stray animals, investigating animal bite cases, directing the control of dangerous or potentially dangerous animals and assisting with animal cruelty investigations. Shelter hours are Monday through Friday noon – 4:30 pm and Saturday, 10:00 am – 1:00 pm.

HIGHLIGHTS

County Manager

Chief

Animal Control Officer

Animal Control Officers (3)

• Achieved DEA approval for lethal injection

process

• Advanced ShelterPro database abilities to enable paperless reporting

• Adopted new state regulations for increased

holding period

Full Time Positions Authorized FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11

5 5 5 5 5

101

ANIMAL CONTROL DEPARTMENT

GOALS, TARGETS AND PERFORMANCE MEASURES

• Continue to foster Volunteer Program for additional shelter and administrative assistance

• Develop soft copies of all Animal Control processes and store on server

• Continue to develop ShelterPro database for efficiency metrics utilization

0500

100015002000250030003500

FY 07-08 FY 09-10(Estimate)

RedeemedAdoptedEuthanizedOther


Personnel 148,041$ 155,861$ 155,861$ 153,550$ Benefits 42,527 42,873 42,873 44,677 Operating 50,370 46,127 48,127 50,204 Capital Outlay 1,332 1,700 1,700 22,700 Total 242,270$ 246,561$ 248,561$ 271,131$

102

EMERGENCY COMMUNICATIONS DEPARTMENT

William Wheeler 911 Center Manager Granville County 911 Center Oxford, NC 27565 Phone: (919) 690-0445 Email: [email protected]

The Granville County 911 Center exists as a central point of emergency communications for the general public and emergency response agencies. The effect of having one central coordinating point for emergency communications is an efficient reaction and response to emergency and disaster situations. The 9-1-1 Center currently receives all 911 Wireless and Wireline calls in the County. The center staff dispatch EMS, all County and Oxford Fire Departments except for the Butner district and the Sheriff’s Department for all law enforecement events in the County except for the Oxford, Butner and Creedmoor jurisdictions. 911 calls requesting law enforcement for these jurisdictions are transferred or given over radio communications to the jurisdictions accordingly. The Granville County Sheriff’s Department is dispatched to Stem and Stovall unless one of these township’s officers are on duty.

HIGHLIGHTS

• Assisted in implementation of the microwave system for radio communications for better inoperability between local, county, and state agencies for the Oxford water tower.

• Assisted in implementation of a MOA of

responsibilities between the County and NC Crime Control/Public Safety regarding the use of equipment and facilities at Butner Public Safety for the County back-up system.

• Successfully certified all telecommunicator staff

for basic and annual In-Service training required by NC Sheriff Standards for Telecommunicator.

• Implemented a basic Communications

Committee with fire services and instituted new communications protocols amongst fire departments and fire services.

• Implemented a monthly audit system of CAD

reports to enhance overall effectiveness.

County Manager

911 Center Director

Telecommunicator II (2)

Telecommunicator I (10)

Addressing Coordinator (1)

Full Time Positions Authorized FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11

14 14 14 14 14

103

EMERGENCY COMMUNICATIONS DEPARTMENT

GOALS, TARGETS AND PERFORMANCE MEASURES

• Successfully train and maintain a full-time and part-time telecommunicator staff certified according to the NC Sheriff Standards for Telecommunicator.

• Continue to add a structure file layer to our existing GIS mapping system.

• Establish Butner Public Safety as a true back-up 911 center according to the NC

911 Board with assistance from Century Link and Verizon telephone companies.

• Implement the Emergency Medical Dispatch (EMD) program for pre-arrival instructions for EMS utilizing Priority Dispatch for protocols, training, materials and QA program.

• Develop a plan to incorporate new equipment and software for NextGen 911

capabilities.

0

10000

20000

30000

40000

50000

60000

FY 07-08 FY 09-10(Projected)

TotalTelecommunicatorActivities


Personnel 420,187$ 462,733$ 462,733$ 453,762$ Benefits 121,734$ 124,796$ 124,796$ 130,293$ Operating 166,540$ 177,580$ 177,580$ 178,275$ Capital Outlay 191,470$ 2,500$ 2,500$ 2,500$ Total 899,931$ 767,609$ 767,609$ 764,830$

104

EMERGENCY MANAGEMENT

Doug Logan, Emergency Management Coordinator/Fire Marshal Emergency Management/Fire Marshal 143 Williamsboro Street Post Office Box 598 Oxford, NC 27565 Phone: (919) 603-1310 Fax: (919) 603-1399 Email: [email protected]

Granville County Emergency Management provides overall coordination, planning, response and recovery efforts for emergency and disaster situations. Through the Fire Marshal’s office, fire prevention inspections, as mandated by the NC State Office of State Fire Marshal, public fire prevention education, coordination of overall fire fighting efforts in the County, fire investigations and regulatory reporting of fire conditions within the County are performed. Through coordinated planning, response, recovery and mitigation efforts with all emergency response and law enforcement agencies in the County, the threat of major personal injury or negative economic impact due to emergency or disaster situations is reduced for the general public of the County.

AdministrativeAssistant

AssistantEmergency

ManagementCoordinator

EmergencyManagementCoordinator

ACCOMPLISHMENTS

Coordinated two multi-agency, multi-agency

exercises per Homeland Security Exercise and Evaluation Program (HSEEP).

Finished and placed into service the County

Mobile Incident Command Post.

Created a POD (Point of Distribution) Plan for future disaster relief commodity distribution.

Began work on voluntary Medically Fragile

Population registration.


3 3 3 3 3

105

EMERGENCY MANAGEMENT

GOALS, TARGETS, AND PERFORMANCE OBJECTIVES

Review/update Emergency Operations Plan Complete required update of County Hazard Mitigation Plan. Hold two multi-discipline disaster exercises Improve Rural Fire Protection Insurance Classification, sponsor local ISO Class for Rural

Fire Departments, begin ISO inspection process in at least two rural departments.

0

50

100

150

200

2006 2007 2008 2009

Emergency Mgmt. Responses Fire Investigations Fire Inspections

Commercial Plans Review Permits Issued

***Most Fire Departments are now entering fire reports directly online with the NC Office of State Fire Marshal.

Emergency Management FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Personnel $ 122,487 $ 126,201 $ 126,201 $128,169 Benefits 31,910 30,286 30,286 32,423 Operating 21,525 23,417 23,417 20,550 Grant Expenditures 15,956 0 483 0 Capital Outlay 0 0 755 0

Total $ 191,878 $ 179,904 $ 181,142 $181,142

106

FIRE SERVICES

Doug Logan, Granville County Fire Marshal Granville County Fire Marshal 5662 Cornwall Road Oxford, North Carolina 27565 Phone: (919) 603-1310 E-mail: [email protected]

Fire Services in Granville County are provided by 12 volunteer and 2 paid departments. The City of Oxford operates a department consisting of paid drivers and volunteer firefighters. Fire suppression and response in The Town of Butner is provided by Butner Public Safety. In fiscal year 2009-2010, The Town of Butner Fire Services was included in the County’s funding plan. Each department maintains and provides 24-hour fire protection services within a NC Department of Insurance approved primary six (6) mile district. In addition to fire protection services, five (5) departments provide Emergency Medical First Responder services to an expanded response district to provide additional support to the County Emergency Medical Services (EMS) Department.

0

2 0 0

4 0 0

6 0 0

8 0 0

10 0 0

12 0 0

14 0 0

16 0 0

2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9

Fires (Structure, auto, orwooded areas)Alarms

Auto Accidents

Other (Hazmat, Medical, SAR,Good Intent)

Mission and Goals

Participate in at least 1 Disaster Exercise

Hold Mutual Aid Drills with neighboring departments

Participate in fire prevention activities

sponsored by the Fireman’s Association

Attend ISO Class for Insurance District Rating Improvement

Highlights

Provided and maintained fire protection

services to the citizens of the respective districts

Participated in inter-departmental mutual-aid

drills and training

Assisted Emergency Communications Center with proper addressing/dispatch locations within the fire districts

107

Actual

2008-2009Original Budget

2009-2010 Revised Budget

2009-2010

ApprovedBudget

2010-2011

Antioch Fire Dept $ 54,194 $ 54,194 $ 54,194 $ 56,405

Berea Fire Dept - First Responder 58,055 $ 58,055 $ 58,055 $ 60,424

Bullock Fire Dept - First Responder 58,055 $ 58,055 $ 58,055 $ 60,424

Corinth Fire Dept 54,194 $ 54,194 $ 54,194 $ 56,405

Creedmoor Fire Dept 54,194 $ 54,194 $ 54,194 $ 56,405

City of Oxford Fire Dept 54,194 $ 54,194 $ 54,194 $ 56,405

Granville Rural Fire Dept 54,194 $ 54,194 $ 54,194 $ 56,405

Providence Fire Dept 54,194 $ 54,194 $ 54,194 $ 56,405

Stem Fire Dept - First Responder 58,055 $ 58,055 $ 58,055 $ 60,424

Stovall Fire Dept 54,194 $ 54,194 $ 54,194 $ 56,405

South Virgilina Fire Dept - First Responder 34,834 $ 34,834 $ 34,834 $ 36,255

Brassfield Fire Dept - First Responder 58,055 $ 58,055 $ 58,055 $ 60,424

Cornwall Fire Dept - First Responder 58,055 $ 58,055 $ 58,055 $ 60,424

Town of Butner - Fire Services - $ 54,194 $ 54,194 $ 56,405

Total 704,467$ 758,661$ 758,661$ 789,615$

108

Call Type 2006 2007 2008 2009 Structure Fires

203 206 218 247

Vehicle Fires

60 72 79 65

Grass/Woods Fires

173 240 183 115

Alarms

302 147 255 290

Auto Accidents

494 402 539 478

Other (Hazmat, Medical, SAR, Good Intent)

1342 1371 1471 1367

109

FORESTRY ADMINISTRATION

Robert Montague, County Ranger NC Forestry Service, Granville County 5087 Herbert Henly Road Oxford, NC 27572 Phone: (919) 693-3154 Email: [email protected]

DESCRIPTION: The North Carolina Forestry Service develops, protects and manages the abundant resources of Granville County’s forests through professional stewardship, thereby enhancing the quality of life for citizens while ensuring the continuity of these resources. The Forestry Service provides fire protection and suppression services for brush and woodland fires as an important part of forestry management. In Fiscal Year 1999-2000, the Granville County Board of Commissioners funded a service expansion for a part-time position to assist the agency with its paperwork and administrative needs and continues funding for this position during fiscal year 10-11. The Board recognized the benefits of the promotion of forest management and protection as a renewable resource, and as a critical part of Granville County’s rural economic development. This position, which is entirely funded by Granville County, remains in the Continuation Budget. All other expenditures for Forestry Services are funded 60% by the State and 40% by the County under a memorandum of understanding dated November 19, 2001.

Forestry Activities FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Personnel $ 20,059 $ 20,800 $ 20,800 $ 21,580 Benefits $ 1,535 $ 1,590 $ 1,590 $ 3,022 Operating & Capital $ 1,984 $ 2,300 $ 2,300 $ 2,300 Forestry Activities $ 57,712 $ 66,898 $ 66,898 $ 64,152 Total $ 81,290 $ 91,588 $ 91,588 $ 91,054

110

OTHER EMERGENCY SERVICES Description/Mission: This service area represents the County’s contribution to the general operating budgets of other agencies that provide emergency services within Granville County. The line item for Medical Examiner represents funds designed for use in investigating suspicious deaths. Statewide, nearly 15% of all deaths are investigated by appointed County Medical Examiners. These physicians are appointed by the NC Chief Medical Examiner to serve three-year terms, and are charged with investigating all suspicious deaths in the County. The Granville Rescue Squad provides land searches for missing persons and water rescue and recovery. The Sheriff’s Auxiliary Unit assists the Sheriff’s Department with staffing needs and other special activities.

Other Emergency Services

FY 08-09 Actual

FY 09-10 Original

FY 09-10 Amended

FY 10-11 Approved

Medical Examiner

$ 24,100

$ 24,700

$ 24,700

$ 24,700

Sheriff’s Auxiliary

$ 726

$ 5,000

$ 4,830

$ 5,000

Granville Lifesaving/Rescue

$ 5,000

$ 5,000

$ 5,000

$ 5,000

Total

$ 29,826

$ 34,700

$ 34,530

$ 34,700

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AREA PROJECTS/ SPECIAL APPROPRIATIONS OVERVIEW: Area Projects/Special Appropriations is a budgetary category, which includes appropriations from the General Fund for support to non-profit agencies and other appropriations authorized by the Commissioners. Agencies are required to request funding annually and appropriations are reviewed annually by County staff and the Board of Commissioners for continued funding. New agencies can submit funding request as part of the service expansion budget process each year. A brief description of each agency or program is included below. Prior year actuals and current and proposed appropriations for each are shown in the chart following the descriptions.

City of Oxford (Coon & Fishing Creeks) – The Granville County Commissioners funded this effort in past years to assist the City of Oxford with protecting and restoring Coon and Fishing Creeks as public resources.

Beaver Management Program – The Granville County Commissioners continue to fund this statewide effort,

which provides assistance to landowners having problems with beaver dams.

Four Rivers RC&D – The Four Rivers Resources Conservation & Development Council is an incorporated 501c3 tax exempt Council comprised of six counties in central/northeastern North Carolina. These counties are Granville, Vance, Warren, Halifax, Northampton and Edgecombe. Its mission is to initiate actions that will improve the economic, social and environmental conditions of the six counties. Its specific goals are: To increase recreational opportunities and facilities, to protect and improve water quality, to promote economic opportunities and our environment, and to improve educational opportunities and retain our youth.

Granville County Museum – A non-profit organization, the Museum seeks to celebrate Granville County’s

past by constant acquisition and display of local historical artifacts and traveling exhibits.

HOVG Airport Authority – Granville County participates with Vance County, the City of Henderson and the City of Oxford in the operation of a quality air transportation facility.

Kerr Tar Council of Governments - Created by the State in order to address regional issues, the Council of

Governments provides a forum for assessing regional issues and technical support to the member agencies (5 counties and 15 municipalities). The COG also serves as Region K’s Area Agency on Aging.

Kerr Area Regional Transportation Services (KARTS) – A five-county authority, KARTS provides public

transportation services on a “reserved ride” basis. KARTS receives funding from federal, state and local sources. The local funding is divided among the participating counties.

Central Children’s Home – A non-profit residential childcare facility for children who are dependant,

neglected or abused. These funds are used for the continued upkeep of facilities available to the public. Historically, the County has made appropriations to the Central Children’s Home to aid in repair of their buildings, specifically the gymnasium, due to the fact the gym is often used by citizens of the County.

Franklin, Vance, Warren Opportunity, Inc. - This agency provides a wide variety of community services

from weatherization, to home ownership and counseling to persons living with HIV. The County’s contribution help defray the cost of developing and applying for new programs and projects and provides funds to match federal and state grants while also supporting a host of other expenditures.

Granville Arts Council - The Granville Arts Council sponsors and encourages cultural and educational related

activities by making available opportunities in these areas to the citizens of Granville County. Granville County funds help enable the Arts Council to secure funding from the North Carolina Arts Council, as this funding must be matched dollar to dollar.

Chamber of Commerce – Granville County participates in the Chamber of Commerce in an effort to maintain

the vital partnership with business and industry.

112

Capital Area Metropolitan Planning Organization (CAMPO) – This is a Regional Planning organization that was formed to coordinate transportation planning in all the areas that will be part of the “Raleigh Urbanized Area” within the next twenty-five years.

Oxford Business & Professional Chain/Transportation - With the absence of readily available public

transportation, this agency offers transportation to assist with basic needs to seniors and low-income citizens. Without this service, some seniors would fail to meet medical appointments or would have to depend on some other individual to attend to these needs. The Oxford Business and Professional Chain Shuttle Program give the citizens that use the service a sense of independence.

Upper Neuse River Basin Association – This Association consists of representatives from member

governments located in the Upper Neuse Basin. The mission of the association is to address the environmental, economic, and governmental issues facing the member government.

Human Relations Council – Established to encourage understanding and good will between all citizens

regardless of race, sex religion, creed, nationality or economic status, this (20) member committee reports and recommends to the Board of Commissioners programs designed to promote the welfare of the community. It also seeks to identify Human Relations concerns within the community which could jeopardize the welfare of the community. The Human Relations Council acts as an impartial public forum to the end that there will be better communications between all segments of the community and to promote peace and understanding.

Tar River Land Conservation – The Tar River Land Conservation, a nonprofit land trust, preserves the natural

and cultural resources of the Tar River Basin by working in partnership with private landowners, businesses, public agencies, and others to protect rural landscapes and riparian corridors.

Live Well Granville – This is an initiative by the Health Department to collaborate with public and private

organizations countywide to promote healthy living.

Granville Little Theater - The Granville Little Theater provides an additional recreational outlet for the citizens of Granville County through the presentation of several productions annually.

Roanoke River Basin Association – Founded in 1945, RRBA’s mission is to establish and carry out programs

for the development, use, preservation and enhancement of the water resources of the Roanoke River basin. RRBA seeks to balance water resource conservation and the sustainable, in-basin use of the basin’s water resources for economic development.

Jobs for Life - A subsidiary of the Work Force Development Program, Jobs For Life, is a non-profit

organization that offers a nine-week training program designed to develop and enhance individual job skills. It addresses the needs of the unemployed as well as the underemployed.

113

CURRENT & PROPOSED SPENDING LEVELS

AgencyActual

2008-2009

Original Budget

2009-2010

Revised Budget

2009-2010

ApprovedBudget

2010-2011

Coon & Fishing Creeks & Others $ 1,593 $ - $ 4,272 $ -

Beaver Management Program 4,000 4,000 4,000 4,000

Four Rivers RC&D 500 500 500 500

Granville County Museum 23,000 23,000 23,000 25,000

HOVG Airport Authority 26,022 26,022 26,022 26,022

Kerr Tar Council of Government 16,124 14,930 14,930 14,930

KARTS 23,531 23,531 32,914 34,859

Central Children's Home 4,580 4,580 4,580 4,580

Franklin, Vance, Warren, Inc. 17,120 17,120 17,120 17,120

Granville Arts Council 2,640 2,640 2,640 2,640

Chamber of Commerce 984 985 985 985

CAMPO 7,260 8,847 8,847 8,847

Oxford Bus. & Prof. Chain - Trans. 5,279 5,279 5,279 5,279

Upper Neuse River Basin 8,046 8,046 8,046 8,046

Human Relations Council 5,712 3,010 3,010 3,010

Tar River Land Conservancy 1,000 1,000 1,000 1,000

Live Well Granville 4,500 4,500 4,500 4,500

Granville Little Theater 2,000 2,000 2,000 2,000

Roanoke River Basin Association 1,800 1,800 1,800 1,800

Jobs for Life 2,000 2,000 2,000 2,000

Total 157,691$ 153,790$ 167,445$ 167,118$

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AREA PROJECTS/ NON-DEPARTMENTAL Non-Departmental - This cost center records expenditures that apply to all departments and that cannot be easily attributed to a specific department. A brief description of each activity included in this department is listed below and a chart depicting prior year actual expenditures, current year budgeted expenditures, and next year’s estimated expenditures immediately follows.

Workers’ Compensation – General Statue 97-2, -7, provides that all county employees are covered by North Carolina’s workers’ compensation law. A county may not legally reject coverage. The County is insured for losses through the NC Association of County Commissioners’ Risk Management Pool. The last several years have seen a tremendous increase in claims which has driven up premiums. Through deliberate efforts by the Human Resources and Finance Departments, claims in fiscal year 2009-2010 have declined in both frequency and severity. Premiums are rated on the previous three years, if claims continue to decrease in fiscal year 2010-2011; a decrease in premium is expected in future years.

Retirees’ Health Insurance – Section 140 of the County’s Personnel Ordinance provides for the

continuation of health insurance for those retiring employees that meet certain criteria. The Ordinance states “that the County shall provide hospitalization insurance in an amount equal to a single employee’s coverage for employees, who upon retirement, meet one of the following criteria: (1) Age 65 or older and have been previously employed by Granville County on a permanent full-time basis for at least twenty (20) years; (2) Age 62 or older and have been previously employed by Granville County on a regular full-time basis for at least twenty-two (22) years; (3) Age 55 or older and have been previously employed by Granville County on a permanent full-time basis for at least twenty-five (25) years, or (4) have been employed by Granville County on a permanent full-time basis for at least thirty (30) years regardless of age”. Based on recent retirements, the County expects the premiums for this benefit to increase by 12% in fiscal year 2010-2011.

Unemployment Compensation – Unemployment compensation coverage, extended to County

employees by the Federal Unemployment Compensation Amendments of 1976, requires that counties be charged for each qualified employee that separates from his job and is qualified to receive unemployment benefits. All of North Carolina’s counties have elected to pay this cost by reimbursing the state for benefits paid to separated workers for which the employer is liable.

Property & Liability Insurance – Granville County is a member of the Sedgwick James of the

Carolinas insurance pool through the North Carolina Association of County Commissioners. This provides special benefits to the County due to the fact that the County is not rated on its experience alone, but by the experience of the entire membership. The premium paid includes a blanket performance bond for all employees, property insurance, including vehicles and buildings, and liability insurance.

Performance Based Pay Adjustments & COLA – Periodic pay adjustments are important to

recruiting and retaining good employees. The County Manager recommends budgeting (3.75%) percent of the total salaries for performance-based adjustments. This means that employees will receive different adjustments for different levels of performance: meeting standards, exceeding standards and significantly exceeding standards.

115

Position Reclassification – Each year during the budget process, requests are received from department managers for recommended reclassifications of positions. The County then contracts with an outside agency, which interviews the supervisors and employees to determine if a reclassification is justified. The outside agency’s recommendation is forwarded to the Board for action.

Allocation for Health Insurance Increases – In FY 06-07 the county withdrew from the NCACC

Health Insurance Pool because the NCACC changed administrators from BCBS to Cigna. The County stayed with BCBS. The County’s claim history has improved over the past few years and premiums reflect that history. For fiscal year 2010-2011 premium rates from the NCACC Health Insurance Pool are comparable to the fiscal year 2009-2010 premium rates from BCBS. County Administration recommends moving to the NCACC Pool with Cigna.

Health & Wellness Challenge – The Board funds a volunteer program that provides health

screenings for employees and provides wellness education and opportunities to County employees. This program has positively impacted employee morale and identified several potential health problems in the early stages. The approved budget includes increased funding for this program and allows for the program to be coordinated with the County’s Health Insurance Plan.

Actual

2008-2009Original Budget

2009-2010Revised Budget

2009-2010

Approved Budget

2010-2011

W orker's Compensation $ 367,388 $ 367,388 $ 320,388 $ 320,000

Retirees' Health Insurance 157,393$ 190,000$ 190,000$ 212,800$

Unemployment Compensation 18,837$ 20,000$ 20,000$ 20,000$

Legislative Services -$ 3,000$ 3,000$ 3,000$

Legal Fees 59,135$ 80,000$ 110,000$ 90,000$

Property & Liability Insurance 228,183$ 215,160$ 215,160$ 215,000$ Performance Based Pay Adjustments & COLA -$ 100,000$ 100,000$ 418,501$

Position Reclassifications 1,200$ 20,000$ 6,797$ 20,000$

HR Assistance (CAI) 7,659$ -$ -$ -$ Available for Service

Expansion -$ -$ -$ -$ Available for Health Insurance

Increase 30,000$ -$ -$ -$

Health & W ellness Challenge 7,617$ 45,000$ 45,000$ 40,000$ Economic Incentive/Debt

Payment 201,897$ -$ 792,649$ -$

Available for Grant M atch -$ 10,000$ 6,851$ 10,000$ Information Technology, GIS,

W eb, & Other Services 35,893$ 11,000$ 106,812$ 26,000$

Time & Attendance Program 5,354$ 9,500$ 9,500$ 30,000$ Reserve for Fund Balance Debt

Repayment -$ 250,000$ 1,852,688$ -$

Total 1,120,556$ 1,321,048$ 3,778,845$ 1,405,301$

116

AREA PROJECTS – PASS THRU FUNDS OVERVIEW: This cost center includes expenditures that are completely offset by dedicated revenues,

sulting in no general tax subsidy for these programs. Some of these funds are collected by departments

.S. 161-10(a)(2), shall be forwarded by the register of deeds to the county

ren’s Trust Fund – According to G.S. 151-11.1(a), five dollars ($5.00) of

rovides a match of approximately $39,587.

tion - The County serves as the conduit for al Health.

reof the County and distributed to other governmental agencies, while some funds remain in the General Fund Budget to be used for a specific purpose.

Register of Deeds Domestic Violence – The North Carolina General Assembly, during its 1991 session, enacted Chapter 693, Subsection 161-11.2 of SB 935 “Fees for Domestic Violence Center,” which reads as follows:

“Twenty dollars ($20.00) of each fee collected by a register of deeds for issuance of a marriage license pursuant to Gfinance officer, who shall forward the funds to the Department of Administration, to be credited to the Department of Administration, to be credited to the Domestic Violence Center Fund, established under G.S. 50b-9”.

Register of Deeds Child

each fee collected by a register of deeds on or after October 1983, for the issuance of a marriage license pursuant to G.S. 161.10(a)(2) shall be forwarded to the State Treasurer for deposit in the Children’s Trust Fund.

Register of Deeds Recreation & Natural Heritage - Pursuant to G.S. 105-228.30, “the register of

deeds of each county shall submit the net proceeds of the tax levied by this section to the county finance officer on a monthly basis. The finance officer of each county shall distribute the tax proceeds on a monthly basis as follows: one half of the net proceeds shall be retained by the county and placed in its general fund and one half of the net proceeds shall be remitted to the Department of Revenue. Of the funds remitted to it pursuant to this section, the Department of Revenue shall credit fifteen (15%) percent to the Recreation and Natural Heritage Trust fund established under G.S. 113—77.7, and the remainder to the General Fund. As used in this subsection, the term “net proceeds” means gross proceeds less the cost to the county of collecting and administering the tax.”

DJJCP (JCPC) Programs – Funded by the North Carolina Department of Health and Human

Services, Division of Youth Services, these funds pass through Granville County for the purpose of assessing the needs of youth in Granville County, giving particular attention to the needs of status offenders on a continuing basis. Governed by the Granville County Task Force on Delinquency Prevention, these funds assist the county in planning and administering community based alternatives to training schools and delinquency prevention programs. The fiscal year 2010-2011 budget includes $140,586 in grant funds for these programs. The County p

KARTS/ROAP Allocation - The County serves as the conduit for Rural Operating Assistance funds

paid to the Kerr Area Transportation System (KARTS).

Harold Sherman Adult Day Care & Granville Health Systems- Transportation/ROAP Allocation - The County serves as the conduit for Rural Operating Assistance funds paid to the Harold Sherman Adult Day Care and Granville Health Systems.

Area Mental Health - Transportation/ROAP Alloca

Rural Operating Assistance funds paid to the Area Ment

117

AREA PROJECTS – PASS THRU FUNDS

The following table shows the financial information related to this cost center.

Actual 2008-

2009

Original Budget

2009-2010Revised Budget

2009-2010

Approved Budget

2010-2011

Register of Deeds Domestic Violence $ 4,820 $ 4,500 $ 4,500 $ 3,600

Register of Deeds Children's Trust 1,205$ 1,200$ 1,200$ 600$

Register of Deeds Recreation & Natural Heritage 145,738$ 146,000$ 146,000$ 130,000$

Register of Deeds Flood Plain Mapping Fund 16,170$ 10,000$ 20,000$ 18,800$

Register of Deeds Dept of Cultural Resources -$ -$ 6,000$ 8,200$

JCPC Programs* & County Match 64,516$ 104,587$ 123,724$ 110,180$

Other Pass-Thru 37,500$ -$ -$ -$

KARTS/ROAP Allocation 84,291$ 73,241$ 93,750$ 73,000$ Harold Sherman Adult Daycare

- Transportation 10,000$ 8,000$ 10,000$ 10,000$ Granville Health Systems -

Transportation Grant 1,000$ 1,000$ 2,000$ 2,000$ Area Mental Health - Transportation Grant 2,500$ 1,000$ 1,500$ 1,500$

Total 367,740$ 349,528$ 408,674$ 357,880$

* Note: Actual expenditures and amended budget amounts shown above for the JCPC Programs do not include the 4-H Best program that is administered by Granville County. This program isshown in the Community Services section of the budget document.

118

CONTRIBUTIONS TO OTHER FUNDS Overview: Certain governmental activities are accounted for in funds other than the General Fund because of statutory requirements or because of the need for multi-year accounting. Included in this appropriation is the schools’ portion of Article 40 and 42 sales taxes, the General fund’s contribution to Revaluation Reserve, contribution to the Capital Improvement Plan and Vehicle Replacement Fund, and any debt paid and /or subsidized by property taxes. History: The transfer to the School’s Capital Reserve grows at the same rate as the Article 40 and 42 sales taxes in the General Fund, since the amount reserved for schools is a fixed percentage by state statue. Currently Sales Taxes are projected at a 20% decrease from fiscal year 2009-2010 based on most current economic trend data at the time of the budget preparation. The debt service portion is based on the County’s bonded debt obligations and installment purchase payments, discussed later in the Debt Service Fund. Outlook: Contributions to Other Funds depend on the growth and needs of the fund that it supports. The level of the appropriation to School’s Capital Reserve is projected to remain fairly constant based on current sales tax revenue projections. The most recent bonds were sold in 2009, which required an additional contribution equal to 4.5¢ on the tax rate in 2009-2010. Revaluation Reserve is based on the estimated cost of the next revaluation scheduled in the year 2018.

Actual

2008-2009

Original Budget

2009-2010

Revised Budget

2009-2010

Approved Budget

2010-2011

School's Capital Reserve Fund $ 2,143,015 $ 2,147,193 $ 2,147,193 $ 1,975,884

Revaulation Reserve Fund 63,000$ 63,000$ 63,000$ 98,000$ Capital Projects and Vehicle

Replacement Funds 227,359$ 400,000$ 170,000$ 200,000$

Debt Service 372,854$ 1,256,214$ 993,251$ 1,044,809$ School's Capital Reserve Fund

(Debt Service for Schools) 1,468,500$ 3,321,788$ 1,719,100$ 3,071,188$ Transfer to Tourism Development

Authority 205,795$ 177,300$ 177,300$ 180,000$ Transfer to

Library Memorial Fund 3,484$ -$ -$ -$ Transfer to other funds and

projects 125,000$ -$ -$ -$ Transfer to Landfill

Capital Reserve Fund 310,603$ 304,996$ 304,996$ 346,168$

Total 4,919,610$ 7,670,491$ 5,574,840$ 6,916,049$

119

CONTINGENCY The General Fund Contingency appropriation allows for unexpected needs that change departmental, function or program budgets. The movement of funds to a department or program requires a Board approved budget ordinance amendment. North Carolina General Statue (N.C.G.S. 159-13(b)(3) restricts the “contingencies” to 5% of all other appropriations in the fund, or approximately $ 2,354,728, based on the approved budget. The amount approved for contingency in fiscal year 2010-2011 is well below the limit. However, it should be sufficient to provide for most shortfalls. History: Although the Governing Board has always budgeted contingencies conservatively, the fund historically is not depleted at the end of the fiscal year. An amount equal to the contingency appropriation in FY 2009-2010 is approved for FY 2010-2011. The Granville County Board of Commissioners weighs very carefully, as with all other funds, each and every appropriation from contingency. During Fiscal-Year 2009-2010, the Board amended the contingency appropriations as shown in the table below:

General Contingency:

Adjustment

Date Description/Action Amount Balance

7/01/2009 Budget Ordinance $ 180,000

10/5/2009 33% of School Resource Officer for Mary Potter School $ (13,382) $ 156,618

1/04/2010 Capital Improvement Fund Contribution $ (20,000) $ 136,618

2/01/2010 Courthouse Interior Renovations $ (50,000) $ 86,618

4/05/2010 FY 2010 Elderly & Elderly with Disabilities Grant Match $ (9,383) $ 77,235

Contingency Summary

Actual Contingency

Utilized during FY 2008-2009

Original Budget

2009-2010

Total 2009-2010

Contingency Amendments

Remaining 2009-2010

Contingency Budget

Approved

2010-2011*

$115,538

$180,000

$(92,765)

$87,235

$180,000

*Includes a $10,000 appropriation for Environmental / Disaster Contingencies.

120

Summary of Contingency and Use of Fund BalanceFiscal Year 2009-2010

Environmental Disaster Contingency:Date Description/Action Amount Balance7/1/2009 Budget Ordinance 10,000$

General Contingency:Adjustment

Date Description/Action Amount Balance7/1/2009 Budget Ordinance 170,000$

10/5/2009 33% of School Resource Officer for Mary Potter School (13,382)$ 156,618$ 1/4/2010 Capital Improvement Fund Contribution (20,000)$ 136,618$ 2/1/2010 Courthouse Interior Renovations (50,000)$ 86,618$ 4/5/2010 FY 2010 Elederly & Elderly with Disabilities Grant Match (9,383)$ 77,235$

AdjustmentDate Description/Action Amount Balance7/1/2009 Budget Ordinance 492,435$ 8/3/2009 Re-appropriate unexpended grant funds from prior year 30,939$ 523,374$ 9/8/2009 Re-appropriate unexpended grant funds from prior year 33,667$ 557,041$ 9/8/2009 Adjust HCCBG and matching funds to actual amount for FY 09-10 47,363$ 604,404$

10/5/2009 Adjustment for changes in debt requirements due to 2009 issues (211,049)$ 393,355$ 10/16/2009 Re-appropriate unexpended grant funds from prior year & JCPC refund 23,787$ 417,142$

2/1/2010 Re-appropriate unexpended recreation allocations 50,000$ 467,142$ 2/1/2010 Adjustment for changes in JCPC actual grant funding & expenditures (1,165)$ 465,977$ 4/5/2010 Re-appropriate unexpended recreation mini-grants 45,000$ 510,977$ 4/5/2010 Adjustment for changes in General Fund Revenues (50,000)$ 460,977$

Use of Fund Balance Summary - General Fund

Use of Contingency Summary - General Fund

121

REVALUATION RESERVE Overview: North Carolina General Statue 153-A-150 mandates that counties set aside funds to finance the octennial reappraisal of real property. Each year a county must appropriate funds to its reappraisal reserve fund in an amount that will accumulate enough to finance the next reappraisal. Once placed in these accounts, the funds must be used only for this purpose. Outlook: According to the Tax Administrator and Finance Director the 2010 reappraisal cost a total of $568,318. In planning for the 2018 Revaluation, it is assumed that the expected reserve fund balance of $100 plus future deposits and investment earnings will be more than sufficient to meet the projected cost. Assumptions used to project cost for the 2018 Revaluation:

Annual Contributions of $98,000 will be made at the end of each remaining fiscal year. Projection assumes an average investment earnings rate range of 1% - 1.5% annually. Amount required is calculated on 36,770 parcels being reviewed at $21.50 each.

Historical Review of Granville County Property Revaluation

Revaluation Year Number of Parcels Rate per parcel * Cost

1994 (actual) 26,852 $ 12.95 $ 347,733 2002 (actual) 26,977 $ 16.60 $ 434,594

2010 (estimated) 31,702 $ 17.50 $ 568,318 2018 (projected) 36,770 $21.50 $ 790,555

Revised as of 4/15/2010 * Rate per parcel includes associated cost such as advertising, mailings, and printing cost. Summary of Actual & Projected Fund Balances

Approved Budget

Fiscal Year 2011

Projected

Fiscal Year 2012

Projected

Fiscal Year 2013

Projected

Fiscal Year 2014

Projected

Fiscal Year 2015

Projected

Fiscal Year 2016

Projected

Fiscal Year 2017

Projected

Fiscal Year 2018

Contributions

98,000

98,000

98,000

98,000

98,000

98,000

98,000

98,000 Investment Earnings

400

1,475

2,470

5,212

6,760

8,331

9,926

6,700

Expenditures

0

0

0

0

0

0

323,000 467,555

Ending Fund Balance*

98,500

197,975

298,445

401,657

506,417

612,748

397,674

34,819

*Expected fund balance as of June 30, 2010 is $100.

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SCHOOL’S RESTRICTED CAPITAL Overview: This fund accounts for the school’s portion of the Article 40 & 42 sales tax and the ADM and Lottery funds held by the State in the Public School Construction Fund (PSCF). Expenditures include both ongoing capital requirements that are eligible to be funded by sales taxes, and the large construction or renovation projects necessary to meet the growth in students and the changing regulatory requirements. The restricted revenues in this fund can be used for Category I capital (This is a term used by the NC Department of Public Instruction). Eligible Category I expenditures include renovations, new construction, or the debt service for such expenditures. In 1983, the General Assembly authorized G.S. Chapter 105, Article 40, a local option ½ cent sales and use tax. It was required, in the first five years, that 40 percent of the proceeds be used for school capital outlay or to retire debt incurred by the county for school capital purposes. In the remaining years, 30 percent was required to be used for school capital. In 1986, another ½ cent sales tax was authorized by G.S. Chapter 105, Article 42. Counties must use 60 percent of Article 42 for capital purposes or debt service for the schools. In 2010, the distribution method for Article 42 sales tax was changed and counties are required to hold the schools harmless by funding the larger of 60% of Article 42 or two times the amount reserved for Article 40 sales tax. The County is allowed to hold these funds in an investment account, with any interest earned earmarked for the same purpose as the tax. Although the County may petition the Local Government Commission for authorization to use part or all of these funds for other purposes, the County continues to earmark these funds for ongoing capital needs and debt retirement. The County Commissioners and the Board of Education still use an agreement made during the discussions on the school bonds approved by the Granville County voters in November 1998 to guide the level of Category I funding and debt issuance. In order to ensure sufficient funds were available to pay the debt service, the Board of Education agreed to the following:

Holding the programmed or Category I expenditures at or below the County’s projections; Staggered issuance of debt as described in the County’s Sufficiency Analysis; Intergovernmental cooperation to take advantage of the opportunity to recoup sales tax.

Outlook: To address school facility needs a transfer from the General Fund to the School’s Restricted Capital Fund in the amount of $1,468,500 is reflected in the approved budget for fiscal year 2009-2010 and the debt service payment shown below includes that amount. As part of the 2009-2010 budget process, the Board of Education identified additional facility needs totaling approximately $30 million and requested funding from the County. The Board approved $17,000,000 for a new elementary school and the facility is expected to be constructed during fiscal year 2010-2011 and the associated debt will be issued in August 2010. These funds are also reflected in the table below.

Actual Expenditures

FY 08-09

Original Budget

FY 09-10

Revised Budget

FY 09-10

Approved Budget

FY 10-11

Debt Service $ 4,488,753 $ 5,993,384 $ 4,453,858 $ 6,187,577

Other Capital Projects 890,743 250,600 250,600 -

Category I Expenditures 675,486 675,486 675,486 675,486

Total 6,054,982$ 6,919,470$ 5,379,944$ 6,863,063$ 123

School's Restricted Capital Forecast of Fund Balance and Planning Tool

Revenues ExpendituresContribution

from Total Revenue Cat. I Expenditure 160A(20) Planned Total Fiscal Portion Portion ADM Lottery General Fund Earmarked Programmed Financing Bond Expenditures FundYear ART. 40 ART. 42 Funds Funds Interest Rev & Other for Schools Capital Outlay Debt Service Debt Pymts for Schools Balance

(1) (1) (7) (2) (5) (4) (6) (4)6/30/97 1,473,752

97/98 510,763 991,481 350,000 65,009 1,917,253 (1,264,439) (1,066,500) (2,330,939) 1,060,066 98/99 544,066 1,056,127 500,000 136,384 1,000,000 3,236,577 (717,009) (992,000) (1,709,009) 2,587,634 99/00 592,228 1,149,619 360,000 121,041 2,222,888 (420,880) (1,684,600) (2,105,480) 2,705,042 00/01 602,716 1,195,161 309,000 106,073 2,212,950 (1,488,939) (1,623,400) (3,112,339) 1,805,653 01/02 620,695 1,230,281 535,650 51,416 2,000,000 4,438,042 (1,608,556) (1,757,075) (3,365,631) 2,878,064 02/03 619,290 1,228,028 100,000 55,181 2,002,499 (672,708) (1,740,750) (2,413,458) 2,467,105 03/04 610,910 1,214,994 100,000 25,582 1,951,486 (676,878) (1,699,475) (2,376,353) 2,042,238 04/05 655,808 1,305,947 200,000 53,023 1,000,000 3,214,778 (601,059) (1,657,600) (2,258,659) 2,998,357 05/06 753,039 1,500,002 400,000 116,977 250 2,770,268 (613,138) (2,615,900) (3,229,038) 2,539,587 06/07 850,624 1,694,302 223,400 535,293 113,056 1,468,500 4,885,175 (624,525) (3,714,810) (4,339,335) 3,085,427 07/08 772,131 1,538,123 470,000 633,970 128,278 2,224,453 5,766,955 (1,659,491) (142,545) (4,300,019) (6,102,055) 2,750,327 08/09 716,835 1,426,180 720,000 1,200,000 38,813 1,468,500 5,570,328 (1,566,229) (279,984) (4,208,769) (6,054,982) 2,265,673 09/10 718,199 1,428,994 - 600,000 34,842 1,719,100 4,501,135 (926,086) (273,177) (4,200,750) (5,400,013) 1,366,795 10/11 658,628 1,317,256 - 800,000 20,502 3,071,188 5,867,574 (675,486) (1,869,058) (4,318,519) (6,863,063) 371,306 11/12 678,058 1,356,115 - 800,000 5,570 3,071,188 5,910,930 (695,751) (1,830,341) (4,245,219) (6,771,311) (489,074) 12/13 698,060 1,396,120 - 800,000 - 3,071,188 5,965,369 (716,623) (1,823,534) (4,122,219) (6,662,376) (1,186,082) 13/14 718,653 1,437,306 - 800,000 - 3,071,188 6,027,147 (738,122) (1,816,727) (3,999,669) (6,554,518) (1,713,453) 14/15 739,853 1,479,707 - 800,000 - 3,071,188 6,090,748 (760,265) (1,809,919) (3,887,569) (6,457,753) (2,080,458) 15/16 761,679 1,523,358 - 800,000 - 3,071,188 6,156,225 (783,073) (1,803,112) (3,765,719) (6,351,904) (2,276,138) 16/17 784,148 1,568,297 - 800,000 - 3,071,188 6,223,633 (806,566) (1,796,305) (3,649,319) (6,252,190) (2,304,694) 17/18 807,281 1,614,562 - 800,000 - 3,071,188 6,293,031 (830,763) (1,789,499) (3,539,819) (6,160,081) (2,171,744) 18/19 831,096 1,662,191 - 800,000 - 3,071,188 6,364,475 (855,685) (1,782,692) (3,430,650) (6,069,027) (1,876,297) 19/20 855,613 1,711,226 - 800,000 - 3,071,188 6,438,027 (881,356) (1,775,885) (3,316,663) (5,973,904) (1,412,174) 20/21 880,854 1,761,707 - 800,000 - 3,071,188 6,513,749 (907,797) (1,769,077) (3,262,125) (5,938,999) (837,424) 21/22 906,839 1,813,677 - 800,000 - 3,071,188 6,591,704 (935,031) (1,762,271) (3,155,350) (5,852,652) (98,371) 22/23 933,590 1,867,181 - 800,000 - 3,071,188 6,671,959 (963,082) (1,663,971) (3,048,575) (5,675,628) 897,960 23/24 961,131 1,922,263 - 800,000 13,469 3,071,188 6,768,052 (991,974) (1,570,778) (4,509,654) (7,072,406) 593,606 24/25 989,485 1,978,969 - 800,000 8,904 3,071,188 6,848,546 (1,021,733) (1,553,495) (3,907,670) (6,482,898) 959,254 25/26 1,018,675 2,037,349 - 800,000 14,389 - 3,870,412 (1,052,385) - (638,650) (1,691,035) 3,138,631 26/27 1,048,725 2,097,451 - 800,000 47,079 - 3,993,256 (1,083,957) - (90,400) (1,174,357) 5,957,530 27/28 1,079,663 2,159,326 - 800,000 89,363 - 4,128,351 (1,116,475) - (87,000) (1,203,475) 8,882,407

(1) Increase by 2.95%.(2) Ten Year State Estimate used through FY2018, with 85% annual estimate shown for years following FY2018. Balance of ADM funds as of June 2008 is $1,437,336.(4) Increase by 3%(5) Planning numbers represent amounts calculated at 65% of the expected FY 07-08 annual distribution amount as projected by DPI. No growth is currently projected for this revenue source.(6) Contributions from the County include: Special appropriations and beginning in Fiscal Year 2007 Proceeds of $1,468,500 from a property tax increase, which continues until the 2005 and 2006 GO Bond Debt Service is complete in 2025.(6) Contributions from the County include: Special appropriations and beginning in Fiscal Year 2011 Proceeds of $1,602,688 from a property tax increase, which continues until the 2010 Economic Recovery Debt Service is complete in 2026.(7) The projected impact of the Medicaid Relief Act on School Restricted Capital Funding from Article 42 sales tax is shown beginning in fiscal-year 2008-2009

Last Updated: 5/14/2010 Excel File: Schools Restricted Capital Revised - 2010 - 041310

124

DEBT SERVICE FUND

Granville County strictly adheres to the requirements set forth by the Local Government Bond Act (G.S. Chapter 159). G.S. 159-55 provides that the net General Obligation debt of the County not exceed 8 percent of the appraised value of property subject to taxation. As of the most recent audited financial statements dated June 30, 2009 the County had a legal debt margin of $237,787,911.

> Percentage of total debt to Appraised Value of Property 1.31%

> Total Debt per Capita as of June 30, 2009 $ 844 > GO Debt per Capita as of June 30, 2009 $ 756

Granville County has taken the approach to finance projects with a “pay-as-you-go” basis whenever possible, however in 2005 and 2009, the county approved debt for school projects which required a 5¢ and 4.5¢ tax increase respectively, for anticipated debt service.

The County currently holds the following ratings: Moody’s rating is at A1,

Standard and Poor’s rating at AA-, and the North Carolina Municipal Council Rating of 84.

The County Finance Department has adopted the following targets and

outside guidelines to measure the recommended amount of debt that the County could prudently authorize and issue over the next five (5) years. Net Tax-Supported Debt Service as a percentage of General Tax Revenues should be targeted at no more than 15% and not exceed 18%; and Net Tax-Supported Debt as a percentage of Personal Income should be targeted at no more than 3% and not exceed 4%. More information about these targets and the County’s performance can be reviewed in the Debt Affordability Study that is located in the appendixes of this budget document. This plan is updated in December of each year and the County Administrative Team and the Granville County Board of Commissioners reviews the assumptions each year as part of the County’s Long Range Planning Process.

The following table shows the interest expenditures and principle reduction for fiscal year 2010-2011.

Category of Debt Principle Interest General Government*** $ 712,069 $ 332,740 Hospital 695,348 109,899 Schools 2,917,984 1,666,905 Total Debt Service 2010-2011 $4,325,401 $2,109,544

125

DEBT SERVICE

Overview: A debt service fund is established to account for the payment of principal and interest on general obligation bonds and other notes. In Granville County the Debt Service fund includes various sources of revenues, which are used to retire each obligation. The current sources of revenue are transfers from the County’s General Fund, School’s Restricted Sales Tax and Granville Health Systems (Hospital). The levels of funding and the revenue sources depend on the type of debt issuance. At present, the County uses three different types of financing: General Obligation Bonds, Installment Purchase, and Refunding. GO or General Obligation debt is issued by the County and pledges the full faith and credit of the County. Therefore, GO bonds must be approved by the citizens of a jurisdiction and are guaranteed by future tax revenue. The most important County obligation is for payment of GO debt. Refunded GO bonds represent general obligation bonds that are refinanced to obtain a lower net interest cost. Installment Purchase (referred to as a 160A-20), is a lease purchase in which the item or items purchased or renovated serve as collateral. There is no public approval necessary and these instruments are generally used for smaller projects due to the low issuance cost of these types of debt. The term of the note is generally shorter than GO bonds.

Analysis of Debt for Granville County Balances At Fiscal Year End

Funding Source

As of 6/30/2009

6/30/2010

6/30/2011

6/30/2012

6/30/2013

Outstanding Debt as of June 30 $49,873,412 $55,636,411 51,311,010 47,422,917 43,659,821

GO School Bonds – Series 1999

Restricted Sales Tax 4,700,000 0 0 0 0

GO School Bonds – Series 2001

Restricted Sales Tax 6,000,000 500,000 0 0 0

GO School Bonds – Series 2005 Restricted Sales Tax 22,300,000 21,500,000 20,500,000 19,500,000 18,500,000

GO School Bonds – Series 2006 Restricted Sales Tax 8,550,000 8,075,000 7,600,000 7,125,000 6,650,000

Public Improvement Bonds (2/3 Bonds)

General Fund 665,000 640,000 590,000 540,000 490,000

Park & Recreation Facility Bonds

General Fund 300,000 50,000 0 0 0

Installment Purchase – Hospital Renovation (Refinanced 10/2003)

GHS

984,664 557,313 113,570 0 0 Installment Purchase – Hospital Construction (January 2003)

GHS

1,430,555 1,263,889 1,097,222 930,555 763,888 Installment Purchase – Industrial Park Infrastructure

General

Fund 197,432 100,569 0 0 0 Installment Purchase – Hospital Window Renovations

GHS

1,327,727 1,246,090 1,161,152 1,072,780 980,835 Installment Purchase – Schools & E-911 Communications

Schools Capital &

General Fund 3,418,034 3,123,550 2,829,066 2,534,582 2,240,098 Library, Series 2009-B

General Fund

0

7,600,000

7,200,000

6,800,000 6,400,000

Early College School, Series 2009-A School Capital 0 1,520,000 1,440,000 1,360,000 1,280,000 Refunding Series 2009-C

Schools Capital

0

9,460,000

8,780,000

7,560,000 6,355,000

Granville County Population

56,250

57,259 (est)

57,896 (est)

58,535 (est) 59,174 (est)

126

DEBT SERVICE

Debt Service Requirements Issue Date

Final Pay Date

Debt Description

Actual Fiscal Year 2008-2009

Budget Fiscal Year 2009-2010

Budget Fiscal Year 2010-2011

Interest

Rate

Type 5/96

5/11

So. Granville Industrial Park 103,437 103,437 103,437 3.790 160A-20

05/99

9/11

Hospital – Renovation 457,138 457,139 457,139 3.770 160A-20

6/99

6/17

GO School Bonds – Series 1999 839,600 0 0 4.519 GO Bond

10/01

4/20

GO School Bonds – Series 2001 787,750 543,000 521,500 4.423 GO Bond

10/01

4/15

Park & Recreation Facilities Bonds 65,275 54,300 52,150 4.423 GO Bond

1/03

1/18

Hospital – Renovation 228,781 222,053 215,235 4.090 160A-20

6/05

5/23

GO School Bonds – Series 2005 1,760,500 1,736,500 1,908,500 4.074 GO Bond

6/05

5/23

Public Improvement Bonds 54,275 53,525 77,650 4.074 GO Bond

11/06

5/26

GO School Bonds – Series 2006 820,919 801,919 782,919 3.732 GO Bond

3/07

3/22

Hospital – Window Renovation 132,873 132,874 132,874 3.970 160A-20

11/07

11/22

Schools & Equipment 429,851 418,897 407,941 3.20 160A-20

8/09

6/29

County Library System – Series 2009-B 0 616,200 670,000 3.53 GO Bond

8/09

6/29

Early College School – Series 2009-A 0 125,936 137,300 3.73 GO Bond

8/09

6/20

Refunding, Series 2009-C 0 993,395 968,300 3.08 GO Bond

Totals $ 5,680,399 $ 6,259,175 6,434,945

** Note: In fiscal year 2010, the Board has also recommended $17,000,000 for a new elementary school. This debt is slated to be issued in August 2010.

$0$1,000,000$2,000,000$3,000,000$4,000,000$5,000,000

Fiscal Year 2011 D by Funding Source

ebt Service

SchoolRestrictedSales TaxGranvilleHealthSystemsProperty Taxes

Outstanding Debt by Type As of June 30, 2010

11%

89%

GO Bonds

160A-20

$0

$300

$600

$900

$1,200

Debt Per Capita

Debt Per Capita for the years ended

6/30/20066/30/20076/30/20086/30/20096/30/2010

127

DEPARTMENT OF EMERGENCY SERVICES Emergency Telephone System Fund (ETSF)

Description: The original intention of the E-911 fund was to make Enhanced 911 services available for all Granville County residents and visitors. This critical service allowed Telecommunicators to identify the caller’s location without the caller verbally explaining the location of the incident. In March 2007, the Granville County E-911 Center achieved Wireless Phase II status, allowing our staff the ability to also see wireless phone caller location information, utilizing our new GIS mapping system.

History: In 1989 the General Assembly authorized counties and cities to impose a charge on telephone subscribers to pay for certain costs associated with E-911 services. The charge was collected by the local telephone company and remitted to the County. The funds were used either for non-recurring costs of establishing a system such as the lease or purchase of equipment, or to pay the charges associated with the continued operation of fixed-end equipment and charges imposed by the telephone company for the operation of the service. Both Embarq and Verizon provide telecommunication services to residents of Granville County. The telephone companies charged each subscriber $0.83 per month to pay for E-911 services and remitted the revenue, minus a 1% service charge, to the County. In 1999, an E-911 Wireless Board was established to oversee the distribution of funds from cellular surcharges. This surcharge was $0.80 per phone per month. The board distributed these funds to wireless companies and E-911 centers to cover the cost of wireless enhancement. The E-911 center used both funds to replace all existing telecommunications equipment while adding a new, dedicated generator and electrical system and Geographic Information System (GIS) for viewable land-line and wireless phone caller location abilities. Effective January 2008, the E-911 Wireless Board transitioned into the E-911 Board, facilitating all subscriber fee collections and allocations, both Wireline and Wireless, from the new, combined Emergency Telephone System Fund (ETSF). The subscriber fee also changed to $0.70 or lower per each active voice communications service connection. The new E-911 Board will determine the rate depending on each county’s eligible expenses. While the new E-911 Board has indicated that each county will not receive less funding than prior years, many of the previously funded E-911 Center expenses have now been deemed ineligible by the E-911 Board, adding pressure to the County’s General Fund.

Future: As the County’s wireless-user population grows, the requirement for additional Wireless trunks feeding the E-911 Center will increase. It is anticipated that two (2) additional trunks should be added in the upcoming years.

128

Granville County E-911 FundFive-Year Fiscal Plan

APPROVED APPROVED PROPOSED PROPOSED PROPOSED PROPOSED PROPOSED2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16

Revenues

911 Subscriber Fees 180,000$ 194,800$ 911 Subscriber Fees 591,520$ 293,576$ 221,985$ 229,764$ 237,932$ Interest on Investments 4,000$ 5,000$ Interest on Investments 15,000$ 6,000$ 6,000$ 6,000$ 6,000$ GIS Subscription Fees GIS Subscription FeesGrant Funding (other) Grant Funding (other)Loan Proceeds Loan ProceedsAppropriated Fund Balance Appropriated Fund Balance

Total 184,000$ 199,800$ Total 606,520$ 299,576$ 227,985$ 235,764$ 243,932$

Expenditures

Operating Operating Foreign Language Support 1,200$ 1,200$ Foreign Language Support 1,200$ 1,200$ 1,200$ 1,200$ 1,200$ Travel 1,200$ 1,200$ Travel 1,200$ 1,200$ 1,200$ 1,200$ 1,200$ Telephone 119,000$ 134,400$ Telephone 141,120$ 148,176$ 155,585$ 163,364$ 171,532$ Equiptment Maintenance 59,000$ 59,000$ Equiptment Maintenance 61,000$ 66,000$ 66,000$ 66,000$ 66,000$ Registration and Training 2,000$ 2,000$ Registration and Training 2,000$ 2,000$ 2,000$ 2,000$ 2,000$ 911 Center Upgrade 911 Center UpgradeAddressing Coordinator (GIS) Addressing Coordinator (GIS)System Upgrade System Upgrade 398,000$ 79,000$ GIS Contracted Svc. GIS Contracted Svc.Due to Debt Service Due to Debt ServiceRoutine Capital 2,000$ 2,000$ Routine Capital 2,000$ 2,000$ 2,000$ 2,000$ 2,000$

Total 184,400$ Total 199,800$ Total 606,520$ 299,576$ 227,985$ 235,764$ 243,932$

Note1) The Wireless and Wireline subscriber funds have transitioned into the Emergency Telephone System Fund (ETSF), effective January 1, 2008. This view of FY10/11 revenue and expenditures is based on current

information provided by the 911 Board, administrators of the ETSF. The county 911 Center Manager and Finance Director will continue to monitor the progress of the 911 Board and their lists of eligible ETSF expenses, updating this document as required. A meaningful 5-year forecast will not be possible until more ETSF variables are resolved.

2) General Fund/ETSF Fund split - replace UPS batteries in FY11/12 - Oxford and FY12/13 - Butner.4) ETSF - System upgrades; FY11/12 - EMD, FY11/12 - Phone - IP (Oxford and Butner), FY12/13 - CAD (Oxford and Butner).

ETSF

ETSF

5/18/2010

129

CAPITAL IMPROVEMENT PROGRAM (CIP) Since 1997, the Board of Commissioners has relied on the Capital Improvement Program Fund (CIP) as a financial management tool to identify and set aside funds for future capital needs. The Fund allows the County Commissioners to set aside funds over several years for construction projects. Examples include the current courthouse renovation & security project and future Greenway Project. By using a “pay as you go” strategy, the cost of borrowing is avoided. The CIP’s major revenue source is annual appropriations from the General Fund. A unique element of the Granville County CIP is that a target fund balance of $2 million was identified when the fund was originally established. The purpose of the target fund balance is to generate interest earnings that could be used to maintain the County’s 20 plus buildings and facilities. The fund balance listed in the amended budget, however, bears some explanation as it relates to prior year and future year fund balances. The fund balance listed in the amended budget column and in future year columns is considered undesignated fund balance. Prior year fund balances are based on audited statements and show funds remaining in the CIP based on actual revenues and expenditures. Many of the CIP projects are sinking fund projects which means funds are set aside several years in advance in small installments to build up to the estimated total project expenditure that will happen in a future year. Because these funds are designated for specific projects they cannot be used for other projects. These sinking funds do however remain in the CIP fund and help earn interest. It is estimated that $2.8M in CIP project expenditures will occur in fiscal year 2009-2010. This will result in an approximate fund balance of $132,527 at the end of fiscal year 2009-2010. Due to budget constraints in fiscal year 2010-2011 and the previous year, several new projects scheduled for implementation have been deferred to later years. Fiscal year 2010-2011 marks the third year the contribution from the General Fund to the CIP has also been reduced. This reduction has a noticeable impact on future project funding levels and has reduced fund balance well below the target level creating a point of concern for the County. Future budgets will look to begin restoring funding levels as soon as possible to minimize these impacts. Overview of projects expected to be completed during fiscal year 2010-2011:

Courthouse Projects: $56,200 to complete renovations of the interior of the Courthouse and security enhancements. This will complete the renovation of the Courthouse that began in FY 07-08 with a new roof, window renovations, and exterior painting and renovations.

Government Center and Annex: $49,000 to fund general building repairs such as painting, tile repair, carpet replacement,

and other routine repairs.

Senior Center: $3,500 to fund replacement carpet is also included in this category.

Library System: $3,000 is included for ADA improvements.

130

Wall Street Complex: $3,000 is reserved for general building repairs as needed.

Granville Athletic Park: $97,000 to repair walking trails, resurface Phase I parking lots, purchase and install scoreboards for new multi-purpose fields, and site fencing

Other Projects: $112,500 for other general projects, which includes roof maintenance, automation/GIS projects, HVAC

repairs, and parking lot repairs. Overview of significant projects planned for future years:

Currently the County is earmarking funds for a future Detention Center expansion. Specific plans have not been drafted; however, current capacity levels may require the future expansion. Types of Projects: Each project funded for fiscal year 2010-2011 is identified by one of two types; Routine (R) or Major (M). Routine projects primarily are for the upkeep of facilities or reserves based on outside agreements. These items typically do not significantly extend the life of facilities, however should the projects not be completed the life of the facilities could be reduced. Projects identified as Major typically increase the value or life the facility. These projects can improve energy efficiency, reduce operating cost, or extend the life of the facility.

131

Granville CountyCapital Improvement Plan (CIP)

FY 2010-2011 Budget

Amended Actual Budget Approved

TYPE

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15

Revenues Interest on Reserve $24,558 $10,000 $4,000 $10,000 $15,000 $25,000 $40,000 Transfer from General Fund $105,000 $170,000 $200,000 $400,000 $400,000 $500,000 $500,000 Transfer from Capital Projects Fund $0 $0 $0 $0 $0 $0 Grant Funds/Intergovernmental $345,562 $1,631,438 $0 $0 $0 $0 $0 Register of Deeds Automation Fund $0 $0 $0 $0 $45,000 $0 Debt Financing Proceeds $0 $0 $0 $0 $0 $0 Other Revenues $2,748 $0 $0 $0 $0 $0 $0 Appropriated Fund Balance $1,031,697 $120,200 $0 $0 $0 $0 Total $477,868 $2,843,135 $324,200 $410,000 $415,000 $570,000 $540,000

Summary of Expenditures Courthouse $60,764 $345,750 $56,200 $29,000 $41,500 $53,500 $41,000 Government Center and Annex $73,167 $145,661 $49,000 $180,000 $112,000 $86,500 $61,500 Emergency Services Facilities $18,657 $60,500 $0 $15,000 $15,000 $10,000 $10,000 Senior Centers $15,803 $59,535 $3,500 $9,000 $7,000 $9,000 $7,000 Granville County Library System $10,000 $3,000 $3,000 $3,000 $10,000 $0 $0 Wall Street Office Complex $5,081 $3,000 $3,000 $5,000 $3,000 $8,000 $28,000 Water and Sewer Projects $17,021 $771,750 $0 $0 $0 $0 $0 Other Projects $751,513 $1,453,939 $209,500 $63,500 $54,500 $109,000 $55,000 Total $952,005 $2,843,135 $324,200 $304,500 $243,000 $276,000 $202,500

Fund Balance * target of $2,000,000 $1,164,224 $132,527 $12,327 $117,827 $289,827 $583,827 $921,327

Summary of Projects

Courthouse Projects Courthouse Paint - Int./Ext $4,310 $0 $0 $2,000 $2,000 $5,000 $5,000

M Courthouse Interior Renovations $45,029 $243,750 $50,000 $2,000 $2,000 $5,000 $5,000 Courthouse Roof $11,421 $0 $0 $25,000 $25,000 $25,000 $25,000 Courthouse Windows $4 $0 $0 $0 $0 $0 $0 Courthouse Security $0 $82,000 $6,200 $0 $5,000 $5,000 $0 Integrated LRS - ROD $0 $0 $0 $0 $0 $0 $0 Phone System - ROD $0 $0 $0 $0 $0 $0 $0 Elevator Safety Devices $0 $20,000 $0 $0 $7,500 $7,500 $0 Courthouse - Carpet/Tile $0 $0 $0 $0 $0 $6,000 $6,000 Total $60,764 $345,750 $56,200 $29,000 $41,500 $53,500 $41,000

132


FY 2010-2011 Budget


TYPE

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15Government Center and Annex Fuel Pump Improvements $16,733 $0 $0 $0 $0 $0 $0 Detention Center/ Mag Office Ren $0 $0 $0 $2,000 $2,000 $5,000 $5,000 Detention Center - Expansion $0 $62,836 $0 $50,000 $50,000 $50,000 $50,000 Detention Center - Security $17,123 $0 $0 $2,000 $2,000 $2,500 $2,500 Detention Center - Roof $11,800 $0 $0 $25,000 $25,000 $25,000 $0 Detention Center - Kitchen HVAC $710 $0 $0 $0 $20,000 $0 $0

R Detention Center - General Repairs $0 $10,000 $10,000 $15,000 $5,000 $0 $0 Sheriff's PAK Software & 5 Yr. Maint. $0 $0 $0 $72,000 $0 $0 $0

R General Building Repairs $4,541 $20,000 $35,000 $0 $0 $0 $0R Carpet Replacement $0 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000

ADA Improvements - DSS $0 $7,500 $0 $0 $4,000 $0 $0 Renovation/Repairs - DSS $2,484 $10,000 $0 $10,000 $0 $0 $0 Accounting System/Admin Server $0 $0 $0 $0 $0 $0 $0 Sheriff - Evidence Room Renovation $0 $0 $0 $0 $0 $0 $0 Space Needs Study $18,676 $31,325 $0 $0 $0 $0 $0 Meeting Room - Audiovisual $1,100 $0 $0 $0 $0 $0 $0 Mast Building - Demolition/Paving $0 $0 $0 $0 $0 $0 $0 Total $73,167 $145,661 $49,000 $180,000 $112,000 $86,500 $61,500

Emergency Services Facilities Station 1 Garage Addition/Repair $0 $0 $0 $5,000 $5,000 $0 $0

R Creedmoor EMS Station Renovations $1,599 $50,500 $0 $0 $0 $0 $0 Animal Shelter/ Prison Camp Renovation $4,952 $0 $0 $0 $0 $0 $0 Relocate EMS - Central $0 $10,000 $0 $10,000 $10,000 $10,000 $10,000 Facilities Study $12,000 $0 $0 $0 $0 $0 $0 New Station - Wilton Area $106 $0 $0 $0 $0 $0 $0 Radio System Improvements $0 $0 $0 $0 $0 $0 $0

R Creedmoor EMS Station - Bay Heater $0 $0 $0 $0 $0 $0 $0 Stovall Improvements $0 $0 $0 $0 $0 $0 $0 Total $18,657 $60,500 $0 $15,000 $15,000 $10,000 $10,000

Senior Centers/Area Mental Health Orange Street - Repair $0 $1,500 $0 $2,000 $0 $2,000 $0

R Carpet/Repairs $0 $5,000 $3,500 $3,500 $3,500 $3,500 $3,500 Paint Exterior - Senior Center $1,468 $21,035 $0 $0 $0 $0 $0

M Senior Ctr - Window Repair and Sealing $0 $32,000 $0 $0 $0 $0 $0 Interior Renovation - Paint $14,335 $0 $0 $3,500 $3,500 $3,500 $3,500 Total $15,803 $59,535 $3,500 $9,000 $7,000 $9,000 $7,000 Granville County Library System Roof Repair - R.H. Thornton $0 $0 $0 $0 $0 $0 $0

R ADA Improvements $0 $3,000 $3,000 $3,000 $0 $0 $0 Gates Foundation Grant Project $0 $0 $0 $0 $0 $0 $0 LSTA Grant Project $0 $0 $0 $0 $0 $0 $0 Interior Improvments - HVAC $0 $0 $0 $0 $10,000 $0 $0 Thornton Facility - Addition $10,000 $0 $0 $0 $0 $0 $0 Total $10,000 $3,000 $3,000 $3,000 $10,000 $0 $0

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FY 2010-2011 Budget


TYPE

FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 FY 14-15 Wall Street Complex - CES/Probation Roof Repair $0 $0 $0 $0 $0 $0 $25,000

R Telephone System - CES $0 $0 $0 $0 $0 $0 $0R General Building Renovation $5,081 $3,000 $3,000 $5,000 $3,000 $3,000 $3,000

Interior Renovations $0 $0 $0 $0 $0 $5,000 $0 Total $5,081 $3,000 $3,000 $5,000 $3,000 $8,000 $28,000

Water and Sewer Projects Hester Road Water Project $2,261 $716,750 $0 $0 $0 $0 $0 Water and Sewer Master Plan $14,760 $50,000 $0 $0 $0 $0 $0 Stovall Water Line Improvements $0 $0 $0 $0 $0 $0 $0 Wilton Water Tank Maintenance $0 $5,000 $0 $0 $0 $0 $0 Total $17,021 $771,750 $0 $0 $0 $0 $0

Other Projects UDO/Land Development Plan $0 $0 $0 $0 $0 $0 $0

R Tolar/Oak Hill Community Center $101,169 $1,800 $0 $2,000 $2,000 $2,000 $2,000 GMC Strategic Study $0 $0 $0 $0 $0 $0 $0 Wilton Slopes Park Project $244,826 $19,950 $0 $5,000 $0 $5,000 $0 Election System Upgrade $0 $10,000 $0 $10,000 $10,000 $10,000 $10,000 Elections Site (HAVA grant) $0 $0 $0 $0 $0 $0 $0

M Museum Roof and Exterior Repairs $0 $50,000 $0 $0 $0 $0 $0 Radio System Enhancement $0 $0 $0 $0 $0 $0 $0 HRSA Bioterrorism Grant Project $0 $0 $0 $0 $0 $0 $0

R Countywide Automation/GIS Improv. $0 $25,000 $10,000 $5,000 $5,000 $5,000 $5,000 Library Building Fund $0 $0 $0 $0 $0 $0 $0 Water Supply (at GAP) $0 $5,000 $0 $0 $0 $0 $0 Lightning Detection & Warning System $14,938 $0 $0 $0 $0 $0 $0

R Jonesland Environmental Park/GAP $0 $0 $97,000 $5,000 $5,000 $5,000 $5,000 Watkins Barn $0 $0 $0 $0 $0 $0 $0 Watkins Barn Parking Lot Construction $3,760 $66,114 $35,000 $0 $0 $0 $0 GAP - Phase II/Transfer to Park Project $65,794 $24,300 $0 $0 $0 $0 $0 South Granville Admin Building $47,390 $0 $0 $4,000 $0 $4,000 $0

R HVAC Repairs $7,197 $22,000 $10,000 $15,000 $15,000 $15,000 $15,000R Maintenance of Roofs $556 $120,275 $50,000 $10,000 $10,000 $10,000 $10,000R Maintenance of Parking Lots $0 $22,500 $7,500 $7,500 $7,500 $8,000 $8,000

Certainteed Road Project $182,072 $0 $0 $0 $0 $0 $0 Shalag Economic Development Project $0 $860,000 Greenway Project - CMAQ Match $0 $225,000 $0 $0 $0 $0 $0 Southern Livestock Arena $0 $0 $0 $0 $0 $0 $0 Adequate Public Facilities Ordinance $0 $0 $0 $0 $0 $0 $0 Register of Deeds - Scanning Project $83,810 $2,000 $0 $0 $0 $45,000 $0 Orange Street Community Center Roof $0 $0 $0 $0 $0 $0 $0 Total $751,513 $1,453,939 $209,500 $63,500 $54,500 $109,000 $55,000

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SOLID WASTE MANAGEMENT ENTERPRISE FUNDS C&D LANDFILL AND CONVENIENCE CENTERS

Jason Falls, Director of Environmental Programs 6584 Landfill Road, PO Box 906 Oxford, North Carolina 27565 Phone (919) 603-1354 Email: [email protected]

Jonesland ParkOperations

CONVENIENCE CENTERS(6)

The County operates a construction and demolition (C&D) landfill at the site of the former municipal solid waste landfill north of Oxford off Sterl Carrington Road. The North Carolina Division of Solid Waste authorizes operation of the facility through permit number 39-02. The permit allows the following materials to be accepted at the site: waste or debris resulting solely from construction, remodeling, repair, or demolition operations on pavement, buildings, or other structures and land clearing waste, concrete block, uncontaminated soil, gravel, and rock, untreated and unpainted wood, and yard trash. In addition, the County has also been asked to accept wastes generated by a roofing shingle manufacturer, waste materials from a mobile home manufacturer, and wooden pallets.

Part-timeWeigh Master

Butner Clerk

Landfill ClerkWeigh Master

Part-timeWeigh Master

Maintenance Position

Director of Environmental Programs

The County also manages the operations of six fully staffed convenience/ recycling centers. Chapter 130A of the North Carolina General Statutes requires counties to provide adequate disposal for municipal solid waste and to recycle in accordance with the goals established in the County’s Solid Waste Management plan. Granville County achieves this through two methods: (1) operation of six fully staffed convenience/recycling centers, and (2) negotiation and maintenance of a collection franchise that ensures the availability of residential, commercial and industrial collection services at a uniform rate throughout the County. The Director of Environmental Programs investigates illegal dumping, coordinates recycling efforts, and works with schools and businesses to promote recycling. In 2005, the Board opened the Butner Material Management Facility at the site of the Butner Landfill off old highway 75. The scale house is operational and the facility accepts residential and commercial yard waste, tires, metal and sells mulch products.

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The Director of Environmental Programs also oversees the operations of the Jonesland Environmental Preserve/ Granville Athletic Park, which is described in detail in the General Fund section of the budget. The park is the first county operated recreational facility in Granville County.

AUTHORIZED FULL-TIME POSITIONS

FY 06-07

FY 07-08

FY 08-09

FY 09-10

FY 10-11

4 4 4 4 4

0

5000

10000

15000

20000

25000

30000

2005 2006 2007 2008 2009

Tonnage C&DTonnage Conv. Sites

0

1

2

3

4

5

6

7

2005 2006 2007 2008 2009

Civil CitationsCriminal Citations

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C&D LANDFILL OPERATIONS Description: County staff operates the scale house while landfill operations are outsourced. The hours are Monday-Friday, 7:30 a.m. until 3:00 p.m. and Saturday 8:00 a.m. – 12:00 noon. The maintenance of the landfill, including covering the material and maintaining erosion control measures, is contracted to a local firm. The Director of Environmental Programs supervises the day-to-day activities at the facility, enforces local and state illegal dumping and littering laws, coordinates recycling efforts, and works with businesses and industries to promote recycling.

Accomplishments Received revenue on scrap metal Levied fines for illegal dumping/littering Continued permitting work on MSW Landfill Assisted in community, school, commercial,

industrial, recycling programs Created county-wide office recycling

program Maintained all County-owned grounds,

including libraries, courthouse, Cooperative Extension, Senior Services, Wilton Slopes, and EMS Stations

Goals, Targets, and Performance Measures Work with schools and other local

governments on a comprehensive recycling program

Continue to look at grant funding in aiding programs

Market C&D Facility Continue to work towards permitting MSW

Landfill Increase litter awareness through the public

and various groups Improve county grounds appearances

through various maintenance and funding mechanisms

FY 08-09 FY 09-10 FY 09-10 FY 10-11REVENUES Actual Original Amended Approved

Solid Waste Fees $399,903 $410,000 $400,000 $400,000 Scrap Tire 58,935 50,000 50,000 55,000 Investment Earnings 9,674 10,000 10,000 8,000 Other Revenues 20,092 500 34,500 500 Compost Sales 4,286 3,000 3,000 3,000 Use of Retained Earnings - 370,649 353,624 327,326 Transfer from Other Funds - - 1,000,000 -

Total $492,890 $844,149 $1,851,124 $793,826

FY 08-09 FY 09-10 FY 09-10 FY 10-11EXPENDITURES Actual Original Amended Approved

Personnel $141,507 $161,357 $161,357 $160,994 Benefits 49,306 40,083 40,083 44,373 Operating 165,505 168,475 175,450 166,725 Contracted Services 241,162 264,734 264,734 264,734 Disposal Cost 61,486 77,500 77,500 80,000 Capital Outlay 419,075 132,000 1,132,000 77,000

Total $1,078,041 $844,149 $1,851,124 $793,826

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CONVENIENCE CENTERS Description: Granville County operates six sites within the Oxford, Butner, Wilton, Berea, Grassy Creek and Oak Hill communities. Each site is staffed and managed by Waste Industries. The Director of Environmental Programs oversees the convenience site contract that ensures cost effective service.

Highlights

Enhanced sites by painting, improving traffic flow, and site remodeling

Added containers for textile and shoe recycling at all sites

Assisted and performed in safety audits with three outside safety inspectors

Improved customer service during last half of the year with site personnel changes

Goals

Improve hauling ratios and $/tonnage Work with franchise hauler to

commingle all recyclables Continue to improve customer service Improve, upgrade, and maintain site

appearances Continue to work towards securing two

convenience sites in northern and southern areas (Goal of 8-mile driving radius for all Granville County residents)

FY 08-09 FY 09-10 FY 09-10 FY 10-11REVENUES Actual Original Amended Approved

Solid Waste Fees $907,348 $929,000 $929,000 $925,000 Previous Year Fees 59,639 50,000 50,000 55,000 Other Revenues 75,532 11,000 11,000 10,500 Investment Earnings 24,338 40,000 40,000 10,000 Use of Retained Earnings - 86,885 1,086,885 139,345

Total $1,066,857 $1,116,885 $2,116,885 $1,139,845

FY 08-09 FY 09-10 FY 09-10 FY 10-11EXPENDITURES Actual Original Amended Approved

Operating 29,716 55,000 55,000 45,750 Site Management 369,618 387,502 387,502 402,095 Waste Disposal 323,852 392,797 392,797 397,000 Container Transportation 264,039 261,586 261,586 285,000 Site Construction & Other - 20,000 1,020,000 10,000

Total $987,225 $1,116,885 $2,116,885 $1,139,845

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GRANVILLE COUNTY 2010-2011 BUDGET ORDINANCE BE IT ORDAINED by the Board of Commissioners of Granville County, North Carolina: Section 1. The following amounts are hereby appropriated in the General Fund for the operation of the County Government and its activities for the fiscal year beginning July 1, 2010 and ending June 30, 2011, in accordance with the chart of accounts heretofore established for this County. General Government: Board of Commissioners 218,650 Administration 321,453 Human Resources 134,461 Finance Department 383,946 Internal Auditing 60,435 Board of Elections 258,998 Register of Deeds 261,808 Tax Administration 611,502 General Services & Court Facilities 555,462 Total General Government 2,806,715 Human Services: Social Services 8,383,053 Veterans Services 13,750 Health and Medical Services 2,106,001 Senior Services - Nutrition/In-Home Aid 912,628 Total Human Services 11,415,432 Community Services: Library System 922,242 Cooperative Extension/4-H Best 326,935 Soil Conservation Program 87,761 Recreation 135,226 Jonesland Park Operations/GAP 284,582 Development Services (Planning/Inspections/Const Admin) 696,851 Economic Development 173,700 Total Community Services 2,627,297 Education: Granville County Schools (Current Expense) 12,385,287 Granville County Schools (Capital - Cat. 2 & 3) 301,707 Vance-Granville Community College 572,789 Total Education 13,259,783 Public Safety: Sheriff’s Department/Detention Center 5,629,474 Emergency Services 1,035,961 Emergency Management 181,142 Fire Services 789,615 Forestry Administration 91,054 Other Emergency Services 34,700 Total Public Safety 7,761,946

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Area Projects & Other Appropriations: Special Projects 167,118 Non-Departmental 1,405,301 Pass Thru Funds 357,880 Total Area Projects & Other Appropriations 1,930,299 Contributions to Other Funds: Transfer to School’s Capital Reserve 5,047,072 Transfer to Debt Service 1,044,809 Transfer to Other Funds 824,168 Total Contributions to Other Funds 6,916,049 Contingency: General Contingency 170,000 Contingency for Natural Disasters 10,000 Total Contingency 180,000 TOTAL GENERAL FUND BUDGET 2010-2011 46,897,521 Section 2. It is estimated that the following revenues will be available in the General Fund for the fiscal year beginning July 1, 2010 and ending June 30, 2011: Ad Valorem Taxes - County General Fund 30,453,223 Prior Years Taxes 990,000 Penalties & Interest 277,500 Less Tax Discount (180,000) Sales & Other Taxes 5,507,468 Licenses, Fees & Other Revenue 1,230,100 Investment Earnings & Operating Transfers In 580,000 Restricted & Intergovernmental 7,168,700 Appropriated Fund Balance 870,530 TOTAL REVENUES - GENERAL FUND 2010-2011 46,897,521 Section 3. The following amount is appropriated in the Revaluation Reserve Fund, a Special Revenue Fund, for fiscal year beginning July 1, 2010 and ending June 30, 2011: Revaluation Reserve 98,400 Total Expenditures 98,400 Section 4. It is estimated that the following revenues will be available in the Revaluation Reserve Fund, a Special Revenue Fund, for fiscal year beginning July 1, 2010 and ending June 30, 2011: Contribution from General Fund 98,000 Investment Earnings 400 Total Revenues 98,400

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Section 5. The following amount is appropriated in the School’s Capital Reserve Fund, a Special Revenue Fund, for the fiscal year beginning July 1, 2010 and ending June 30, 2011: Transfer to Debt Service 4,584,889 Reserve for Debt Service 1,602,688 School’s Capital Outlay Category I 675,486 Total Expenditures 6,863,063 Section 6. It is estimated that the following revenue will be available in the School’s Restricted Capital Reserve Fund, a Special Revenue Fund, for investment for the fiscal year beginning July 1, 2010 and ending June 30, 2011: Sales Tax Revenue (Transfer from General Fund) 1,975,884 Lottery Proceeds 800,000 Transfer from General Fund 3,071,188 Appropriated Fund Balance 995,489 Investment Earnings 20,502 Total Revenues 6,863,063 Section 7. The following amount is appropriated in the Debt Service Fund for fiscal year beginning July 1, 2010 and ending June 30, 2011: Debt Payments - South Granville Industrial Park 103,437 Debt Payments - School Bond Series 2001 521,500 Debt Payments - Park & Facility Bonds Series 2001 52,150 Debt Payments - Granville Medical Construction - 2003 215,236 Debt Payments - Granville Medical Refinance - 2003 457,138 Debt Payments - School Bond Series 2005 1,908,500 Debt Payments - Public Improvement Bonds Series 2005 77,650 Debt Payments – School Bond Series 2006 782,919 Debt Payments – Granville Medical Renovation – 2007 132,873 Debt Payments – High School & E-911 Equip. – 2007 407,942 Debt Payments – Public Improvements – Series 2009 A 137,300 Debt Payments – County Library System – Series 2009 B 670,000 Debt Payments – Refunding – Series 2009 C 968,300 Total Debt Payments 6,434,945 Section 8. It is estimated that the following revenues will be available in the Debt Service Fund for the fiscal year beginning July 1, 2010 and ending June 30, 2011: Contribution from Granville Medical Center 805,247 Contribution from Schools Construction Reserve Fund 4,584,889 Contribution from General Fund 1,044,809 Total Contributions 6,434,945 Section 9. The following amount is appropriated in the Emergency Telephone System Fund, a Special Revenue Fund, for fiscal year beginning July 1, 2010 and ending June 30, 2011: Emergency Telephone System Expenditures 199,800 Total Expenditures 199,800

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Section 10. It is estimated that the following revenues will be available in the Emergency Telephone System Fund, a Special Revenue Fund, for fiscal year beginning July 1, 2010 and ending June 30, 2011: 911 Board – State Funding 194,800 Investment Earnings 5,000 Total Revenues 199,800 Section 11. The following amount is appropriated in the Capital Projects Fund for fiscal year beginning July 1, 2010 and ending June 30, 2011: Other Capital Projects 324,200 Total Expenditures 324,200 Section 12. It is estimated that the following revenues will be available in the Capital Projects Fund for fiscal year beginning July 1, 2010 and ending June 30, 2011: Investment Earnings 4,000 Contribution from General Fund 200,000 Appropriated Fund Balance 120,200 Total Revenues 324,200 Section 13. The following is appropriated in the Solid Waste Convenience Sites Fund for the fiscal year beginning July 1, 2010 and ending June 30, 2011: Operations 1,129,845 Site Construction and Remodeling 10,000 Total Expenditure 1,139,845 Section 14. It is estimated that the following revenues will be available in the Solid Waste Convenience Sites Fund for fiscal year beginning July 1, 2010 and ending June 30, 2011: Collection Fees 980,000 Other Revenues 10,500 Investment Earnings 10,000 Appropriated Fund Balance 139,345 Total Revenues 1,139,845 Section 15. The following amount is appropriated in the Construction & Demolition Landfill Fund for fiscal year beginning July 1, 2010 and ending June 30, 2011: Landfill Operations 793,826 Total 793,826 Section 16. The following revenues are available for the Construction & Demolition Landfill Fund for fiscal year beginning July 1, 2010 and ending June 30, 2011: User Fees 400,000 Other Revenues 66,500 Transfer from General Fund 327,326 Total Revenues 793,826

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Section 17. There is hereby levied a tax at a rate of $.795 per one hundred dollars ($100) valuation of property listed for taxes as of January 1, 2010 for the purpose of raising the revenue listed as Ad Valorem Taxes in the General Fund in Section 2 of this Ordinance. The total rate of $.795 is based on an estimated total valuation of $3,984,806,022 and an estimated collection rate of 96.13%. The collection rate is based on the fiscal year 2008-2009 actual collection rate of 96.13% as of June 30, 2009. Section 18. The Budget Officer is hereby authorized to transfer appropriations as contained herein under the following conditions: a. The Budget Officer may transfer amounts between line item expenditures within a department without limitation and without a report being required. These changes should not result in increases in recurring obligations such as salaries. b. The Budget Officer may transfer amounts up to $1,000 between departments, including contingency appropriations, within the same fund. He must make an official report on such transfers at the next regular meeting of the Board of Commissioners. c. The Budget Officer may not transfer any amounts between funds, except as approved by the Board of Commissioners in the Budget Ordinance as amended. Section 19. The Budget Officer may make cash advances between funds for periods not to exceed 60 days without reporting to the Board of Commissioners. Any advances that extend beyond 60 days must be approved by the Board. All advances that will be outstanding as the end of the fiscal year must be approved by the Board. The Budget Officer should comply with the Fiscal Policy adopted by the Board annually as a part of the budget process. Section 20. Copies of this Budget Ordinance shall be furnished to the Clerk of the Board of Commissioners and to the Budget Officer and the Finance Officer to be kept on file by them for their direction in the disbursement of funds. Section 21. It will be the policy of this Board that it will not absorb any reduction in State and Federal funds; that any decrease shall be absorbed in the budget of the agency by reducing personnel or department expenditures to stay within the County appropriation as authorized. This policy is extended to any agency that is funded by the County and receives State or Federal money. This shall remain in effect until otherwise changed or amended by the Board of Commissioners. Section 22. This Ordinance was adopted by the Granville County Board of Commissioners on ___________, 2010 and will become effective July 1, 2010. Granville County Board of Commissioners ___________________________________ Tony W. Cozart, Chairman

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Kbrafford

Typewritten Text

May 17

Kbrafford

Typewritten Text

Kbrafford

Typewritten Text

See Granville County Clerk to the Board for signed copy

Summary of Items funded through the Budget Work Session Process As approved by the Granville County Board of Commissioners

For Fiscal Year 2010-2011

Department/Agency

Title

Approved Funding

Fire Services

4.08% increase based on average growth to the tax base. This increases total costs for fire services from $758,661 to $789,615 for fiscal year 2010-2011.

$30,954

Granville County Museum

Funding of requested increase over fiscal year 2009-2010 funding levels. This increases funding from $23,000 to $25,000 for fiscal year 2010-2011.

$2,000

KARTS

Funding for the Granville County portion of new van purchases in excess of the continuation budget funding levels. This increases fiscal year 2010-2011 funding level to $34,859.

$11,328

Social Services

Net local funding level increase for the requested Social Worker III – Child Welfare Foster Care position. Total cost of this position is $47,262 and is offset by $24,215 of additional State and Federal Restricted revenues, netting $23,047 of local costs associated with this position.

$23,047

Fund Balance

Reduction in the use of appropriated fund balance bringing the amount appropriated for fiscal year 2010-2011 to $870,530.

$82,671

Total General Fund expenditures for fiscal year 2010-2011 after the above adjustments to the County Manager’s recommended budget total $46,897,521.

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GLOSSARY

Accrual Accounting: A basis of accounting in which revenues and expenditures are recorded at the time they are incurred, instead of when cash is actually received or disbursed. Ad Valorem Taxes: See Property Taxes. ADM: Average Daily Membership (student attendance) Appropriation: An authorization granted by the Board of Commissioners to make expenditures and incur obligations for purposes specified in the Budget Ordinance. Assessed Valuation: A value established by the Granville County Tax Assessor’s office for real and personal property to be used as a basis for levying property taxes. Balanced Budget: A condition when planned expenditures equal anticipated revenues. The North Carolina Local Government Budget and Fiscal Control Act requires the budget, which is submitted to the Board of Commissioners, be balanced. Bond: A written promise to pay a sum of money on a specific interest rate. The interest payments and the repayment of the principal are detailed in a bond ordinance. The most common types of bonds are general obligation and revenue bonds. Budget: A plan of financial operation for the County, which includes estimated revenues and expenditures for a specific fiscal year. Budget Amendment: A procedure used by the County and Board of Commissioners to revise a budget appropriation. Budget Calendar: A schedule, which outlines the process of budget preparation, adoption, and administration. Budget Document: The official document, representing a comprehensive financial program for a specific fiscal year, which is prepared by the County staff and approved by the Board of Commissioners. The document presents policies and various budgetary information, which reflects decisions made by the Board of Commissioners. Budget Message: A general discussion of the budget, which provides the Board of Commissioners and the public with a general summary of the most important aspects of the budget, changes from previous fiscal years, and the views and recommendations of the County Manager. Budget Ordinance: A document adopted by the Board of Commissioners which lists revenues by source, appropriations by department or fund, and levies taxes for the coming fiscal year. CAFR: Comprehensive Annual Financial Report.

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GLOSSARY

Capital Outlay: Items (such as vehicles, equipment, and furniture) purchased by the County, which have an expected life, which exceeds one year and a unit cost exceeding $100. Capital Projects: A major nonrecurring expenditure used to expand or improve a government’s physical assets that are not consumed within a year but rather have a multiyear life. Cash Accounting: Basis of accounting, which recognizes revenues when a government receives cash and costs when it disburses cash. Cash Management: Cash management refers to the activities of forecasting the inflows and outflows of cash, mobilizing cash to improve its availability for investment, establishing and maintaining banking relationships. C&D: Construction and Demolition (denotes type of landfill). CDBG: Community Development Block Grant. CIP: This abbreviation is short for Capital Improvement Program. Contingency: Account which funds are set-aside for unforeseen emergency expenditures which may become necessary during the year; use of these funds must be approved by the Board of Commissioners before they can be appropriated. Current Expense: An allocation category used to identify funds used by the school system to pay normal operational costs associated with administering the school system. Examples of some expenditures would include minor repairs and maintenance, salaries, benefits, basic office supplies, etc. Debt Service: An obligation by the County to pay the principal and interest of all bonds according to a pre-determined payment schedule. Department: A unit of the County government, which is responsible for performing a primary governmental function. Delinquent Taxes: Taxes that remain unpaid on and after the due date on which a penalty for non-payment is attached. Depreciation: The decrease in the usefulness of an asset with the passage of time. Encumbrance: The commitment of appropriated funds to purchase an item or service. To encumber funds is to set aside or commit funds for future expenditures. Enterprise Fund: A fund used to account for activities that are financed and operated in a manner similar to business enterprises and for which a fee for services or the availability of services are charged to completely or partially recover the expenses of the operation. Enterprise Funds typically include water and sewer, and solid waste.

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GLOSSARY

Estimated Revenue: The amount of projected revenue to be collected during the fiscal year. The amount of revenue appropriated is the amount approved by the Board of Commissioners in the Budget Ordinance. Expenditure: The cost of goods or services received by the County. FTE: Full-Time Equivalents. Fiscal Year: The time period, which indicates the start and finish for recording financial transactions. The Fiscal Year for the County starts on July 1st and ends on June 30th. Fixed Assets: Assets of a long-term character which are intended to be held or used, such as land, buildings, machinery, furniture, and equipment. Fund: A fund is a separate fiscal and accounting entity with a separate set of accounting records that governments segregate to carry on a specific activity. Fund Balance: The cash and investments which remain at the end of the fiscal year which can legally be appropriated to fund expenditures in the upcoming fiscal year. The Local Government Budget Fiscal and Control Act (LGBFCA) limits the amount of fund balance monies, which may be appropriated in the next budget year. GAP: Granville Athletic Park and Jonesland Environmental Preserve. GAAP: Generally Accepted Accounting Principals (GAAP) relates to accounting rules and uniform standards for financial reporting representing generally accepted practices and procedures of the accounting profession. Therefore, all GAAP-Basis Financial Statements are reasonably comparable, regardless of the legal jurisdiction or geographic location of the government. General Fund: A fund established to account for the resources used for the general operation of the County. General Obligation Bonds: Debt instruments issued by the County, which are backed by the full faith and credit of the issuing government. GFOA: Governmental Finance Officers Association. GIS: Geographic Information System. GMC: Granville Medical Center. GO Bond: General Obligation Bond. Grants: Transfers of cash or property in exchange for promises to complete specific requirements related to the use of the transferred cash or property. G.S.: General Statutes.

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GLOSSARY

HVAC: Heating, Ventilating, and Air Conditioning. Intergovernmental Revenue: Revenue received from another government for a specified purpose. JCPC: Juvenile Crime Prevention Council LGBFCA: The Local Government Budget and Fiscal Control Act governs all financial activities of local governments within the State of North Carolina. All monies received or spent by local governmental agencies must be budgeted, disbursed, and accounted for in accordance with the act. It can be found in chapter 159 of the North Carolina General Statutes. LLEBG: Local Law Enforcement Block Grant. This is a grant program available to the Sheriff’s Department offered by the Federal Government to provide basic law enforcement enhancements. Long Term Debt: Debt with a maturity of more than one year after the date of issuance. Maturities: The dates on which the principal or stated values of investments or debt obligations mature and are reclaimed. Modified Accrual Accounting: A basis of accounting in which expenditures are accrued but revenues are accounted for on a cash basis. This accounting technique is a combination of cash and accrual accounting since expenditures are immediately incurred as a liability while revenues are not recorded until they are actually received or are “measurable” and “available for expenditure.” NSFR: Not scheduled for replacement (used with VeRP). Per Capita: Per head of population per each person. Property Taxes (Ad Valorem): Taxes paid by property owners in the County. These taxes are levied on both real and personal property according to the property’s valuation and the tax rate. QRV: Quick Response Vehicle. Restricted & Intergovernmental Revenue: Revenues, which are restricted as to their use derived from local, state, or federal governments or other entities. Retained Earnings: The value of undistributed profits or contributed capital, which remains available for allocation and future use of the specific enterprise activity. Revaluation: The reappraisal of real property to current market values. Revenue: Income received from a variety of sources and used to finance government or enterprise operations.

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GLOSSARY

ROAP: Rural Operating Assistance Program. This program combines three transportation grant programs under one program. Service Expansion: Purchases of new equipment or the addition/deletion of a service, which increases or decreases the level of service provided by a county department. SGWASA: South Granville Water and Sewer Authority. Special Revenue Funds: Funds which are used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specific purposes. Submitted Budget: The budget document made by the County Manager and presented to the Board of Commissioners. Tax Levy: The total amount of revenue to be raised by property (Ad Valorem) taxes. VeRP: Vehicle Replacement Program. VGCC: Vance Granville Community College.

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TABLE 1

2003 2004 2005 2006 2007 2008 2009Governmental activities

Invested in capital assets, net of related debt 9,032,527$ 11,793,410$ 10,597,557$ 10,561,872$ 11,865,211$ 13,396,938$ 14,464,315$ Restricted 580,799 134,488 107,052 - - 30,967 - Unrestricted 3,939,747 4,453,718 7,951,477 1,896,288 (20,032,740) (19,228,369) (16,983,575)

Total governmental activities net assets 13,553,073 16,381,616 18,656,086 12,458,160 (8,167,529) (5,800,464) (2,519,260)

Business-type activitiesInvested in capital assets. Net of related debt 2,876,849 3,777,588 2,904,420 2,882,938 3,592,659 1,332,910 1,311,992 Restricted - - - - - - - Unrestricted 2,601,987 1,913,101 2,884,623 3,396,631 3,988,295 (2,694,898) (3,148,445)

Total business-type activities net assets 5,478,836 5,690,689 5,789,043 6,279,569 7,580,954 (1,361,988) (1,836,453)

Primary government Invested in capital assets, net of related debt 11,909,376 15,570,998 13,501,977 13,444,810 15,457,870 14,729,848 15,776,307 Restricted 580,799 134,488 107,052 - - 30,967 - Unrestircted 6,541,734 6,366,819 10,836,100 5,292,919 (16,044,445) (21,923,267) (20,132,020)

Total primary government net assets 19,031,909$ 22,072,305$ 24,445,129$ 18,737,729$ (586,575)$ (7,162,452)$ (4,355,713)$

Note: Accrual basis financial information for the county government as a whole is available back to 2003 only, the year GASB Statement no. 34 was implemented.

Fiscal Year

GRANVILLE COUNTY, NORTH CAROLINANET ASSETS BY COMPONENTLAST SEVEN FISCAL YEARS*

(ACCRUAL BASIS OF ACCOUNTING)

150

TABLE 2

2003 2004 2005 2006 2007 2008 2009Expenses Governmental activities:

General government 2,089,495$ 2,302,821$ 2,457,507$ 2,844,996$ 2,496,066$ 2,764,176$ 4,253,006$ Public safety 6,982,275 7,612,578 7,886,433 9,096,766 9,465,578 10,376,749 11,756,164 Transportation 81,109 - 87,213 133,184 161,752 228,242 142,623 Environmental Protection - - - 282,791 - - - Economic and physical development 32,080 3,039 328,880 - 28,224 333,567 357,293 Human Services 8,275,311 9,244,877 10,045,609 10,796,551 12,612,304 11,196,564 10,841,983 Community Services 1,777,371 1,905,788 2,022,929 2,005,795 2,610,956 2,542,373 2,952,212 Education 12,658,956 9,862,114 12,140,438 23,610,030 35,180,474 16,596,758 14,935,997 Non-departmental and special areas 1,258,089 2,981,758 1,512,564 1,879,547 2,407,906 2,211,016 - Interest on long-term debt 877,787 815,974 849,244 1,760,155 1,938,828 2,115,040 2,053,147

Total governmental activities expenses 34,032,473 34,728,949 37,330,817 52,409,815 66,902,088 48,364,485 47,292,425 Business-type activities

Water and Sewer 1,147,139 1,176,201 1,322,082 1,249,509 1,340,252 1,085,232 - Solid Waste 1,308,277 1,419,918 1,352,833 1,396,116 1,642,393 6,520,539 2,197,983

Total business-type activities 2,455,416 2,596,119 2,674,915 2,645,625 2,982,645 7,605,771 2,197,983 Total primary government expenses 36,487,889 37,325,068 40,005,732 55,055,440 69,884,733 55,970,256 49,490,408

Program RevenuesGovernmental activities:

Charges for services:General government 553,943 601,936 553,307 643,915 610,973 677,758 487,200 Public Safety 654,182 790,460 791,072 1,088,446 802,327 924,126 795,836 Environmental Protection - - - 370 - - - Human Services 958,110 1,096,834 1,129,081 1,285,775 1,137,207 1,499,949 1,763,894 Community Services 168,485 196,402 245,038 321,200 354,237 286,584 212,183

Operating grants and contributionsGeneral government 30,583 33,409 42,165 261,063 14,732 11,808 14,568 Public Safety 240,534 298,679 312,546 345,704 357,011 526,668 676,647 Transportation - - - - - - 177,704 Economic and physical development - 20,000 - 75,000 - - 3,009 Human Services 4,642,467 4,943,789 5,248,188 5,479,592 5,756,078 5,967,518 6,055,551 Community Services 216,138 263,599 288,268 193,210 193,001 180,085 195,205 Education - - - 5,000 - - -

Capital grants and contributionsGeneral government - 17,247 - 6,323 - - - Public Safety 16,102 4,500 11,404 300,368 - - - Transportation 81,109 90,182 87,213 105,253 149,097 171,471 382,062 Economic and physical development 970,065 1,685,124 763,129 333,941 (14,349) 275,635 120,224 Community Services 75,000 75,000 75,000 89,631 108,513 370,000 417,650 Education 100,000 100,000 200,000 400,000 758,693 1,103,970 1,920,000

Total governmental activities program revenues 8,706,718 10,217,161 9,746,411 10,934,791 10,227,520 11,995,572 13,221,733 Business-type activities

Charges for services:Water and Sewer 1,266,277 1,255,046 1,259,392 1,553,407 1,555,540 1,201,171 - Solid Waste 1,375,725 1,342,863 1,438,167 1,434,609 1,592,925 1,595,705 1,525,736

Total business-type activities program revenues 2,642,002 2,597,909 2,697,559 2,988,016 3,148,465 2,796,876 1,525,736 Total primary government program revenues 11,348,720 12,815,070 12,443,970 13,922,807 13,375,985 14,792,448 14,747,469 Net (expenses)/revenue Governmental activities

General Government (1,504,969) (1,650,229) (1,862,035) (1,933,695) (1,870,361) (2,074,610) (3,751,238) Public Safety (6,071,457) (6,518,939) (6,771,411) (7,362,248) (8,306,240) (8,925,955) (10,283,681) Transportation - 90,182 - (27,931) (12,655) (56,771) 417,143 Encironmental Protection - - - (282,421) - - - Economic and physical development 937,985 1,702,085 434,249 408,941 (42,573) (57,932) (234,060) Human Sevices (2,674,734) (3,204,254) (3,668,340) (4,031,184) (5,719,019) (3,729,097) (3,022,538) Community Services (1,317,748) (1,370,787) (1,414,623) (1,401,754) (1,955,205) (1,705,704) (2,127,174) Education (12,558,956) (9,762,114) (11,940,438) (23,205,030) (34,421,781) (15,492,788) (13,015,997) Non-departmental and special areas (1,258,089) (2,981,758) (1,512,564) (1,879,547) (2,407,906) (2,211,016) - Interest on long term debt (877,787) (815,974) (849,244) (1,760,155) (1,938,828) (2,115,040) (2,053,147)

Business-type activitiesWater and sewer 119,138 78,845 (62,690) 303,898 215,288 115,939 - Solid waste 67,448 (77,055) 85,334 38,493 (49,468) (4,924,834) (672,247)

Total primary government net expenses (25,139,169) (24,509,998) (27,561,762) (41,132,633) (56,508,748) (41,177,808) (34,742,939)

Genreal Revenues and Other Changes in Net AssetsGovernmental activities:

Property taxes 18,021,577 18,366,958 19,218,210 22,243,741 23,410,571 26,593,546 27,423,928 Local option sales tax 6,832,284 8,463,302 9,150,914 9,636,678 10,697,330 9,030,075 7,712,604 Other taxes and licenses 725,801 721,619 785,834 865,181 295,200 1,019,520 666,540 Investment earnings 353,028 211,017 574,177 1,994,666 1,878,138 1,317,899 536,617 Miscellaneous 245,041 189,931 129,741 309,682 578,191 180,056 265,978 Transfers 108,350 (176,600) - 227,150 (810,551) 594,882 -

Total general revenues, special items and transfers 26,286,081 27,776,227 29,858,876 35,277,098 36,048,879 38,735,978 36,605,667 Total governmental activities 26,286,081 27,776,227 29,858,876 35,277,098 36,048,879 38,735,978 36,605,667 Business-type activities:

Investment earnings 48,132 33,463 60,065 129,052 162,654 144,531 60,025 Miscellaneous - - 15,645 246,233 162,360 - - Transfers (108,350) 176,600 - (227,150) 810,551 (4,278,578) -

Total general revenues, special items and transfers (60,218) 210,063 75,710 148,135 1,135,565 (4,134,047) 60,025 Total business-type activities (60,218) 210,063 75,710 148,135 1,135,565 (4,134,047) 60,025 Total primary government 26,225,863 27,986,290 29,934,586 35,425,233 37,184,444 34,601,931 36,665,692


Fiscal Year

GRANVILLE COUNTY, NORTH CAROLINACHANGES IN NET ASSETS

LAST SEVEN FISCAL YEARS

151

TABLE 2

2003 2004 2005 2006 2007 2008 2009


Fiscal Year

GRANVILLE COUNTY, NORTH CAROLINACHANGES IN NET ASSETS

LAST SEVEN FISCAL YEARS

Changes in Net AssetsGovernmental activities 960,326 3,264,439 2,274,470 (6,197,926) (20,625,689) 2,367,065 2,534,975 Business-type activities 126,368 211,853 98,354 490,526 1,301,385 (8,942,942) (612,222) Total primary government 1,086,694$ 3,476,292$ 2,372,824$ (5,707,400)$ (19,324,304)$ (6,575,877)$ 1,922,753$

Note: Accrual basis financial statements for the county government as a whole is available back to 2003 only, the year GASB Statement no. 34 was implemented.

152

TABLE 3

Fiscal Year

Property Tax

Local Sales Tax

Alcoholic Beverage

TaxOtherTax Total

2003 18,021,577$ 6,832,284$ 10,257$ 715,544$ 25,579,662$ 2004 18,366,958 8,463,302 10,581 711,038 27,551,879 2005 19,218,210 9,150,914 10,876 774,958 29,154,958 2006 22,243,741 9,636,678 11,537 853,644 32,745,600 2007 23,410,571 10,697,330 11,428 283,772 34,403,101 2008 26,593,546 9,030,075 16,922 1,002,598 36,643,141 2009 27,423,928$ 7,712,604$ 23,583$ 642,957$ 35,803,072$

* Information prior to 6-30-03 is unavailable.

GRANVILLE COUNTY, NORTH CAROLINAGOVERNMENTAL ACTIVITIES TAX REVENUES BY SOURCE

LAST SEVEN FISCAL YEARS*(ACCRUAL BASIS OF ACCOUNTING)

2009 Tax Revenue By Source

Property Tax

Alcoholic Beverage

TaxOtherTax

Local Sales Tax

153

TABLE 4

2003 2004 2005 2006 2007 2008 2009General fund

Reserved by state statute 2,781,231$ 2,888,196$ 2,369,164$ 2,862,589$ 4,026,907$ 3,109,806$ 3,215,946$ Reserved For Register of Deeds 47,935 76,488 107,052 - - 30,967 - Unreserved (available for appropriation)

Designated for subsequent year's expenditures 385,000 1,423,101 1,525,000 612,000 2,259,481 724,520 492,435 Designated for redundant water line - Oxford 532,864 - - - - - - Undesignated 8,543,508 9,709,748 11,871,907 14,332,810 11,966,953 16,290,833 18,146,260 Town of Butner Advisory Board Recreation - 58,000 - - - - - Total general fund 12,290,538 14,155,533 15,873,123 17,807,399 18,253,341 20,156,126 21,854,641

All other governmental fundsReserved by state statute 511,438 213,190 320,894 418,445 1,074,342 471,549 504,490 Reserved for Register of Deeds - - - - - - - Reserved for school construction - - 23,857,405 11,783,531 - - - Reserved for public improvement construction - - 771,360 735,887 632,366 - - Unreserved (available for appropriation)

Designated for subsequent year's expenditures Special revenue funds 376,520 58,157 911,450 896,468 132,227 229,895 1,230,872 Capital Projects 224,338 208,900 190,700 299,700 (496,053) 231,450 324,125 Undesignated, reported in nonmajor Special revenue funds 4,942,243 4,259,853 4,313,666 4,230,627 3,262,041 4,781,019 3,455,655 Capital Projects 2,308,764 1,910,685 1,799,973 3,046,881 2,823,396 1,668,041 935,099 Total all other governmental funds 8,363,303$ 6,650,785$ 32,165,448$ 21,411,539$ 7,428,319$ 7,381,954$ 6,450,241$


Fiscal Year

GRANVILLE COUNTY, NORTH CAROLINAFUND BALANCES OF GOVERNMENTAL FUNDS

LAST SEVEN FISCAL YEARS*(MODIFIED ACCRUAL BASIS OF ACCOUNTING)

154

TABLE 5

2003 2004 2005 2006 2007 2008 2009Revenues

Ad Valorem taxes 17,824,992$ 18,279,180$ 19,165,754$ 21,843,847$ 23,180,548$ 26,674,614$ 27,364,379$ Sales and other taxes 7,490,134 9,109,739 9,868,620 10,419,305 10,921,364 9,711,264 8,256,308 Licenses, fees and other revenue 2,182,477 2,574,991 2,577,563 3,243,739 3,064,839 3,220,267 3,305,715 Unrestricred Intergovernmental Revenues 8,945 4,376 - 59 - 500 - Restricted Intergovernmenta Revenues 6,516,470 7,652,510 7,157,237 7,801,743 7,570,086 9,043,073 10,009,759 Investment earnings 355,461 211,017 530,267 2,001,898 1,870,843 1,361,872 536,617 Miscellaneous 313,443 253,393 209,480 281,486 241,952 250,119 324,509

Total Revenues 34,691,922 38,085,206 39,508,921 45,592,077 46,849,632 50,261,709 49,797,287

Expenditures

Current: General government 1,941,890 2,137,375 2,303,869 2,460,838 2,248,000 2,504,483 2,949,824 Public safety 6,513,300 7,098,716 7,402,563 8,060,394 10,259,786 9,739,259 10,627,195 Community services 1,728,271 1,851,253 1,920,934 2,009,635 2,256,353 2,362,405 2,466,093 Economic and physical development - 3,039 - 249,843 400 317,475 78,384 Human Services 8,252,753 9,221,792 9,971,117 10,673,809 12,648,743 11,223,967 10,178,787 Non-departmental & special areas 1,299,630 2,981,758 1,599,777 1,786,621 2,486,971 2,349,153 1,891,782 Capital Outlay 2,978,167 2,546,476 1,295,200 1,952,219 1,534,687 2,878,658 1,654,172 Intergovernmental: Education 12,658,956 9,862,114 12,140,438 23,610,030 35,180,474 16,606,743 14,935,997 Capital outlay - - - - - - - Debt service: Bond issuance cost 7,493 - 54,831 7,655 32,302 - - Principal 1,991,952 1,227,325 1,225,284 2,048,355 2,079,937 2,762,535 2,916,266 Interest 888,790 826,281 770,772 1,779,461 1,896,828 2,115,253 2,078,214

Total expenditures 38,261,202 37,756,129 38,684,785 54,638,860 70,624,481 52,859,931 49,776,714

Excess of revenues over (under) expenditures (3,569,280) 329,077 824,136 (9,046,783) (23,774,849) (2,598,222) 20,573

Other financing sources (uses) Debt proceeds - - 26,265,000 - 11,000,000 3,859,760 - Premium on debt - - 143,117 - 48,122 - - Refinancing lease purchase agreement 756,781 - - - - - Transfers in from other funds 4,033,071 3,677,591 3,825,456 5,248,744 6,215,220 8,816,162 4,607,877 Transfers out to other funds (3,924,721) (3,854,191) (3,825,456) (5,021,594) (7,025,771) (8,221,280) (4,607,877) Total other financing sources (uses) 865,131 (176,600) 26,408,117 227,150 10,237,571 4,454,642 -

Excess of Revenues and Other Sources Over (Under) Expenditures and Other Uses (2,704,149) 152,477 27,232,253 (8,819,633) (13,537,278) 1,856,420 20,573

Net change in fund balances (2,704,149)$ 152,477$ 27,232,253$ (8,819,633)$ (13,537,278)$ 1,856,420$ 20,573$

Debt service as a percentage of noncapital expenditures 7.55% 5.44% 5.30% 7.02% 5.68% 9.23% 10.03%


Fiscal Year

GRANVILLE COUNTY, NORTH CAROLINACHANGES IN FUND BALANCES OF GOVERNMENTAL FUNDS


155

TABLE 6

Fiscal Year

PropertyTax

Sales Tax

Alcoholic Beverage

Tax Other Taxes Total 2003 17,824,992$ 6,832,284$ 10,257$ 410,688$ 25,078,221$ 2004 18,279,180 8,463,302 10,581 428,199 27,181,262 2005 19,165,754 9,150,913 10,876 481,258 28,808,801 2006 21,843,847 9,636,678 11,537 549,156 32,041,218 2007 23,180,548 10,068,167 11,428 617,735 33,877,878 2008 26,674,614 9,030,075 16,922 553,423 36,275,034 2009 27,364,379$ 7,712,604$ 23,583$ 520,121$ 35,620,687$


(UNAUDITED)

GRANVILLE COUNTY, NORTH CAROLINAGENERAL GOVERNMENTAL TAX REVENUES BY SOURCES


156

TABLE 7

Fiscal Year

EndedJune 30

Property Excluding Registered

Motor VehiclesMotor

Vehicles Plus DiscoveriesLess

Abatements

Total Taxable Assessed

Value

Total Direct

Tax Rate

EstimatedActual

Taxable Value

Estimated Actual

Taxable/Market Value

Assessed Value as a Percentage

of Market Value

2003 2,573,189,240$ 132,879,429$ 97,419,922$ (6,967,575)$ 2,796,521,016$ 0.635 17,997,517$ 17,997,517$ 100.00%2004 2,450,044,327 332,944,092 95,959,685 (6,659,843) 2,872,288,261 0.635 18,239,030 18,563,899 98.25%2005 2,567,539,769 336,260,935 100,945,512 (6,795,906) 2,997,950,310 0.635 19,036,984 20,017,860 95.10%2006 3,022,046,199 146,147,086 105,541,000 (112,754,714) 3,160,979,571 0.700 22,031,861 22,378,731 98.45%2007 2,834,801,060 433,685,429 126,242,857 (72,754,857) 3,321,974,489 0.700 23,253,821 24,615,032 94.47%2008 2,997,456,552 391,436,935 123,665,695 (7,263,444) 3,505,295,738 0.755 26,387,480 29,948,337 88.11%2009 3,117,166,533$ 381,288,212$ 129,114,437$ (9,028,382)$ 3,618,540,800$ 0.755 27,319,983$ 31,730,526$ 86.10%

Source: Granville County Tax Department


GRANVILLE COUNTY, NORTH CAROLINAASSESSED VALUE OF TAXABLE PROPERTY

LAST SEVEN FISCAL YEARS*

$-

$500,000,000

$1,000,000,000

$1,500,000,000

$2,000,000,000

$2,500,000,000

$3,000,000,000

$3,500,000,000

$4,000,000,000

2003 2004 2005 2006 2007 2008 2009

157

TABLE 8

Oxford OxfordOxford Municipal Economic

Fiscal City of Town of Town of City of Town of Lyon Parking Service Development GranvilleYear Oxford Stem Stovall Creedmoor Butner^ Station** Authority District District County

2003 0.550 0.350 0.440 0.660 0.200 0.095 0.100 0.200 0.100 0.635 2004 0.550 0.450 0.440 0.650 0.200 0.095 0.100 0.200 0.100 0.635 2005 0.550 0.450 0.440 0.650 0.200 0.095 0.100 0.200 0.100 0.635 2006 0.550 0.450 0.490 0.690 0.200 0.095 0.100 0.200 0.100 0.700 2007 0.550 0.450 0.490 0.700 0.250 0.095 0.100 0.200 0.100 0.700 2008 0.550 0.450 0.490 0.725 0.250 0.095 0.100 0.200 0.100 0.755 2009 0.550 0.450 0.490 0.725 0.250 n/a 0.100 0.200 0.100 0.755

* Information prior to 6-30-03 is unavailable.^ Town of Butner was incorporated in fiscal year 2007-2008, prior to then the tax was levied as the special

taxing district named "Butner Police and Fire Protection"** Lyon Station was turned over to South Granville Water and Sewer Authority and is no longer a taxing district

as of January 1, 2008.

GRANVILLE COUNTY, NORTH CAROLINAPROPERTY TAX RATES

DIRECT AND OVERLAPPING GOVERNMENTSLAST SEVEN FISCAL YEARS*

158

TABLE 9

Taxpayer

Taxable Assessed

Value Rank

Percentage ofTotal Taxable Assessed Value

TaxableAssessed

Value Rank

Percentage ofTotal Taxable

AssessedValue

Revlon 70,207,783$ 1 1.94% 54,580,422$ 1 1.90%Certainteed Corporation 55,025,422 2 1.52% 19,223,791 6 0.67%CP&L/Progress Energy 38,724,859 3 1.07% 19,984,445 5 0.70%WAKE EMC 24,075,284 4 0.67% 16,591,183 8 0.58%Bandag Inc. 22,107,875 5 0.61% 23,520,784 3 0.82%Cardinal Health 303, LLC 18,832,534 6 0.52% 0.00%Butner Acquisition Company 18,550,812 7 0.51% 0.00%Mainline Contracting Inc. 18,519,928 8 0.51% 0.00%SantaFe Natural Tobacco Company 18,133,597 9 0.50% 0.00%Central Leasing USA Inc. 16,838,516 10 0.47% 0.00%C C Mangum Contractors LLC 14,966,560 11 0.41% 0.00%Newton Instrument Company 14,590,476 12 0.40% 23,329,563 4 0.81%Goldsboro Properties, Inc. 14,383,891 13 0.40% 14,387,591 9 0.50%Universal Leaf North America 13,025,038 14 0.36% 0.00%Hannaford Brothers 0.00% 29,619,001 2 1.03%Georgia Pacific Corp - - 0.00% 17,692,132 7 0.62%Lace Lastics - - 0.00% 13,421,005 10 0.47%

Totals 357,982,575$ 9.89% 232,349,917$ 7.01%



GRANVILLE COUNTY, NORTH CAROLINAPRINCIPAL PROPERTY TAXPAYERS

JUNE 30, 2009

2009 2004

CURRENT YEAR AND FIVE YEARS AGO*

159

TABLE 10

Fiscal YearEnded

December 31

Total Tax Levy for

Fiscal Year Amount Percentage of

LevyCollections in

Subsequent Years AmountPercentage of

Levy2003 17,997,517$ 17,048,343$ 94.73% 885,148$ 17,933,491$ 99.64%2004 18,238,111 17,328,380 95.01% 842,779 18,171,159 99.63%2005 19,036,984 18,176,364 95.48% 776,288 18,952,652 99.56%2006 22,031,861 20,892,320 94.83% 1,031,961 21,924,281 99.51%2007 23,253,821 21,965,301 94.46% 952,682 22,917,983 98.56%2008 26,387,480 25,234,247 95.63% 771,411 26,005,658 98.55%2009 27,319,983$ 26,261,609$ 96.13% -$ 26,261,609$ 96.13%



Collected within the Fiscal Year of the Levy Total Collections to Date

GRANVILLE COUNTY, NORTH CAROLINAPROPERTY TAX LEVIES AND COLLECTIONS


160

TABLE 11

Business-typeActivities

Fiscal Year

General Obligation

BondsInstallmentObligations

Capital Leases

Capital Leases

Total Primary

GovernmentPer

Capita

Percentage of Personal

Income

2003 17,885,000$ -$ 708,091$ 1,003,129$ 19,596,220$ 374 1.75%2004 16,735,000 - 630,765 893,584 18,259,349 346 1.61%2005 41,855,000 - 550,481 779,848 43,185,329 809 3.58%2006 39,890,000 - 467,126 661,761 41,018,887 762 3.26%2007 47,415,000 1,481,608 380,581 539,157 49,816,346 885 3.60%2008 44,965,000$ 5,118,689$ 290,725$ -$ 50,374,414$ 915 3.55%2009 42,515,000$ 4,745,717$ 197,431$ -$ 47,458,148$ 844 3.20%


Note 1: Details regarding the county's outstanding debt can be found in the notes to the financial statements.Note 2: Population amounts are as of July 1 of the fiscal year.

N/A Information not available for this period.

GRANVILLE COUNTY, NORTH CAROLINA

Governmental Activities

RATIOS OF OUTSTANDING DEBT BY TYPELAST SEVEN FISCAL YEARS*

161

TABLE 12

Fiscal Year

General Obligtion

Bonds

Less: AmountsAvailable in Debt

Service Fund Total Percentage of

Personal Income

Percentage of Estimated

Actual TaxableValue of Property

PerCapita

2003 17,885,000$ -$ 17,885,000$ 1.60% 0.64% 341 2004 16,735,000 - 16,735,000 1.48% 0.58% 317 2005 41,855,000 - 41,855,000 3.47% 1.40% 784 2006 39,890,000 - 39,890,000 3.17% 1.26% 741 2007 47,415,000 - 47,415,000 3.53% 1.43% 868 2008 44,965,000$ -$ 44,965,000$ 3.17% 1.28% 817 2009 42,515,000$ -$ 42,515,000$ 2.87% 1.17% 756


Note: Population figures are as of July 1 of the fiscal year.

N/A Information not available for this period.

GRANVILLE COUNTY, NORTH CAROLINARATIOS OF GENERAL BONDED DEBT OUTSTANDING


162

TABLE 13

2003 2004 2005 2006 2007 2008 2009Debt limit 223,721,681$ 229,783,061$ 239,836,025$ 252,878,366$ 265,757,959$ 280,423,659$ 289,483,264$

Total net debt applicable to limit 25,258,794 23,810,935 48,228,645 45,525,754 53,785,453 55,254,560 51,695,353

Legal debt margin 198,462,887$ 205,972,126$ 191,607,380$ 207,352,612$ 211,972,506$ 225,169,099$ 237,787,911$

Total net debt applicable to the limit as a percentage of debt limit 11.29% 10.36% 20.11% 18.00% 20.24% 19.70% 17.86%

Legal Debt Margin Calculation for Fiscal Year 2009

Assessed value 3,618,540,800$ Add back: exempt real property - Total assessed value 3,618,540,800

Debt limit (8% of total assessed value) 289,483,264 Debt applicable to limit: General obligation bonds 42,515,000 Installment Obligations 4,745,717 Lease Financing Agreements - Governmental Activities 197,431 Lease Financing Agreements - Business-type Activities - Notes Payable-Component Unit 4,237,205 Less: Amount set aside for repayment of general obligation debt - Total net debt applicable to limit 51,695,353 Legal debt margin 237,787,911$


Fiscal Year

LEGAL DEBT MARGIN INFORMATIONGRANVILLE COUNTY, NORTH CAOLINA


134163

TABLE 14

Fiscal Year Population

Per Capita

Personal Income

Percent High School

Graduate *

Percent Bachelor's Degree or Higher *

School Enrollment

UnemploymentRate

2003 52,386 21,379 72 13 8,503 8.6%2004 52,824 21,443 67 13 8,649 7.4%2005 53,356 22,589 73 13 8,677 6.5%2006 53,840 23,361 73 13 8,704 5.1%2007 54,606 24,616 73 13 8,756 5.2%2008 55,045 25,763 73 13 8,831 6.5%2009 56,250 26,356 73 13 8,786 10.4%


Source 1: Population figures are from the North Carolina Department of the State DemographerSource 2: Per capita personal income figures are from the Granville County Economic Development CommissionSource 3: Percent high school graduates and percent bachelor's degree or higher are from the North Carolina Department of Commerce filesSource 4: School Enrollment are from the Granville County School's Finance OfficeSource 5: Unemployment rates are from the North Carolina Employment Security Commission

GRANVILLE COUNTY, NORTH CAROLINADEMOGRAPHIC AND ECONOMIC STATISTICS


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TABLE 15

Employer Employees Rank

Percentage of Total County

Employment Employer Employees Rank

Percentage of Total County

EmploymentRevlon 2,000 1 7.72% Revlon 2,500 1 10.96%Flextronics 350 2 1.35%Altec Industries 350 3 1.35% Selectron 500 2 2.19%Food Lion Distribution 300 4 1.16% Food Lion Distribution 350 3 1.53%Ideal Fastener 300 5 1.16% Certainteed Corporation 300 4 1.32%Certainteed Corporation 300 6 1.16% Ideal Fastener 300 5 1.32%

Clayton Homes 250 7 0.97%Sandusky International/ Athol Division 300 6 1.32%

Bandag, Inc. 200 8 0.77% Altec Industries 250 7 1.10%Newton Instrument Co. 175 9 0.68% Bandag, Inc. 250 8 1.10%PalletOne of North Carolina, Inc. 175 10 0.68% Clayton Homes 225 9 0.99%Gate Precast 165 11 0.64% Lace Lastics 200 10 0.88%Dill Air Controls Products, LLC 125 12 0.48% Newton Instrument Co. 200 11 0.88%Hanes Dye & Finishing 125 13 0.48% Gate Precast 165 12 0.72%Carolina Sunrock 125 14 0.48% PalletOne of North Carolina, Inc. 165 13 0.72% Total 4,940 19.07% Total 5,705 25.01%

Source: Information from Granville County Economic Development Commisison


2009 2006

GRANVILLE COUNTY, NORTH CAROLINAPRINCIPAL EMPLOYERS

CURRENT YEAR AND THREE YEARS AGO*

165

2003 2004 2005 2006 2007 2008 2009

Function

General Government 29 31 31 39 39 38 40Human Services 85 87 90 95 95 98 98Community Services 26.5 26.5 28.5 34.5 35.5 37 37Public Safety

Sheriff's Dept./Detention Center 70 74 77 79.5 79.5 85 85Emergency Services 67 71 77 77.5 78.5 78.5 78.5Emergency Management 1.5 1.5 1.5 3.5 3.5 3.5 3.5

Solid Waste 2 3 3 5 5 5 5Water & Sewer 3 3 3 3 3 0 0

Total 284 297 311 337 339 345 347

Source: Granville County Finance Department


Fiscal Year

LAST SEVEN FISCAL YEARS*(UNAUDITED)

2009 Full-Time Equivalents by Function

Solid Waste

General Government

Community Services

Human Services

Public Safety

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TABLE 17

2003 2004 2005 2006 2007 2008 2009FunctionPublic Safety/Sheriff

Incident Reports** 2,274 1,561 1,611 2,069 1,780 2,072 7,641 Miscellaneous Incident Reports 6,269 5,640 5,267 5,611 6,566 6,051 - Arrests 1,492 1,420 1,327 1,795 1,238 1,251 1,117 Court Papers 6,473 8,599 9,138 9,195 9,194 8,824 9,096

Public Safety/Emerg Mgmt/FireNumber of calls answered (includes fire & 2,600 2,414 2,915 2,963 2,403 2,749 2,755 medical first response calls)Inspections 125 132 163 167 170 206 141

Solid WasteC & D Landfill Tonnage 34,236 42,850 28,184 28,184 29,920 32,833 19,810 Convenience Sites Tonnage 6,870 7,387 7,548 7,548 8,563 8,808 8,572 Civil Citations 13 12 5 5 6 3 5 Criminal Citations 2 2 1 1 - - -

Community Services/LibraryItems Added to Collection 9,401 6,467 9,886 7,931 9,060 9,465 8,231 Circulation 138,494 144,726 156,423 155,110 154,080 159,820 165,076 Internet Use 18,651 14,731 19,013 28,995 31,647 42,658 68,323 Program Attendance 8,451 6,121 9,951 7,762 11,803 10,564 6,347

Community Services/Planning & InspectionsNumber of Building Permits Issued 321 445 467 613 736 672 612 Number of Mobile Home Permits Issued 210 144 118 105 80 121 69 Number of Other Permits Issued (Includes 841 837 675 848 507 431 466 Electrical, Plumbing & Mechanical)

Human Services/Social ServicesAverage # Adult Medicaid Eligible Cases 2,135 2,127 2,167 2,253 2,300 2,327 2,317 Average # Family & Child Medicaid Cases 2,127 2,456 2,577 2,839 3,116 3,281 3,562 Average # Households Receiving Food Stamps 1,283 1,518 1,701 1,953 2,077 2,173 2,365 Average $ Fraud Collections per Month 4,301 3,159 2,501 2,432 3,802 4,147 4,242

EducationSchool enrollment 8,503 8,649 8,677 8,704 8,756 8,831 8,786

Sources: Various county government departments. School enrollment statistics are from the Granville County Finance Office

* Information prior to 6-30-03 is unavailable.** Beginning fiscal year 2009, the Granville County Sheriff's Department combines miscellaneous incident reports and individually initiated incident

Fiscal Year

GRANVILLE COUNTY, NORTH CAROLINAOPERATING INDICATORS BY FUNCTION


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TABLE 18

2003 2004 2005 2006 2007 2008 2009Function Public Safety

Sheriff (Stations) 2 2 2 2 2 2 2Fire stations 14 14 14 14 14 14 14

Highways and streetsStreets (miles) 848 918 918 918 924 1508 1508

Culture and recreationParks 1 1 1 1 1 1 2Libraries 4 4 4 4 4 4 4

EducationSchools 14 14 14 16 18 18 18

Note: According to the North Carolina Department of Public Instruction, Granville County


Fiscal Year

GRANVILLE COUNTY, NORTH CAROLINACAPITAL ASSET STATISTICS BY FUNCTION


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Granville County

Debt Affordability Study

December 31, 2009

Granville County Finance Department 141 Williamsboro Street

Oxford, NC 27565 Phone (919) 693-4182

169

County Of Granville, North Carolina Post Office Box 1286, Oxford, North Carolina 27565

[email protected] Finance Department (919) 693-4182

December 31, 2009

To: Board of Commissioners Brian Alligood, County Manager Attached is the December 31, 2009 Debt Affordability Report. The report was created to serve as a tool for sound debt management practices by Granville County. The report provides the Granville County Board of Commissioners and the Administrative Team with a basis for assessing the impact of future debt issuance on the County’s fiscal position and enables informed decision-making regarding both financing proposals and capital spending priorities. A secondary purpose of the report is to provide a methodology for measuring, monitoring and managing the County’s debt levels, thereby protecting the County’s bond ratings. The methodology used by the Finance Department to analyze the County’s debt position incorporates historical and future trends in debt levels, peer group comparisons and provides recommendations. The Finance Department has also provided recommendations regarding other debt and financial management related policies considered desirable and consistent with the sound management of the County’s debt. Such recommendations were developed incorporating management practices consistent with those utilized by the most highly-rated counties. Respectfully submitted,

Michael S. Felts Finance Director

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Executive Summary Studies of debt affordability are essential management tools that help to provide a comprehensive assessment of a government’s ability to issue debt for school construction and its capital needs. Most highly rated states and counties have a clearly articulated debt management policy. “Evaluating the impact of new or authorized but un-issued bond programs on future operating budgets is an important element of debt management and assessing debt affordability.” Control of tax-supported debt is a key factor affecting credit quality. Granville County currently maintains a reasonable level of debt when compared with its peer group composed of North Carolina counties with populations between 50,000 and 100,000. Recommended Guidelines and Amounts of Debt The County Finance Department has adopted the following targets and outside guidelines to measure the recommended amount of debt that the County could prudently authorize and issue over the next five (5) years. Net Tax-Supported Debt Service as a percentage of General Tax Revenues should be targeted at no more than 15% and not exceed 18%; and Net Tax-Supported Debt as a percentage of Personal Income should be targeted at no more than 3% and not exceed 4%. The Finance Department adopts the ratio of net tax-supported debt service as a percentage of revenues as the preferred ratio for the base calculations. It further determines that a measure of annual debt capacity over a given time period provides a more useful management tool for policymakers than a measure that assumes that available debt capacity is utilized as soon as it is available. A combination of consistent revenue base, the retirement of existing debt and continued low interest rates enables the County to project a moderate amount of available debt capacity for the immediate future. Specifically, the Finance Department finds that the County could annually authorize $7.5 Million of new tax-supported debt over the model horizon and remain within its targeted ratio. However, as more debt is issued, the County has less budget flexibility to address any declines in revenue or unexpected one-time expenditures that might occur.

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Table 1

Net Tax-Supported Debt Capacity using 15% debt service/revenues target ratio

Fiscal Year 2009 2010 2011 2012 2013 Total Additional Debt Capacity per year $ 4,500,000 $ 2,300,000 $6,900,000 $10,300,000

$13,500,000

Debt Capacity Available Each and Every Year $ 7,500,000 $ 7,500,000 $7,500,000 $7,500,000 $ 7,500,000 Other Recommendations The Finance Department confirms the view that achieving and maintaining the County’s Undesignated/Unreserved Fund Balance is evidence of financial stability and flexibility. At Fiscal Year 2009 year-end, the Undesignated/Unreserved General Fund Balance totaled $18,146,260 or 36.74% of recurring General Fund expenditures for Fiscal Year 2010. According to the North Carolina Local Government Commission, a local government entering a fiscal year with less than 8% undesignated, unreserved fund balance available will not have adequate resources to meet its obligations until it begins receiving property taxes. Granville County currently targets a range of 26% - 30% of expenditures for Undesignated/Unreserved Fund Balance. During fiscal year 2009-2010, Granville County continued the minimum funding to the Capital Improvement Plan (CIP) and the Vehicle Replacement Program (VeRP). The historical general fund appropriation of $650,000 was continued at $400,000. The finance department recommends setting aside a portion of our debt capacity to fund County facility and infrastructure, and recommends aligning debt funding with planned or proposed school bond debt issues in order to take advantage of “GO” debt. The finance department also recommends that the County target non-school related debt at no more than 20% of outstanding net tax-supported debt by program. Conclusions Currently, Granville County’s debt ratios are comparable to other North Carolina counties with populations greater than 50,000. For example, based on the Local Government Commission’s annual debt report for 2008, the average per capita debt is $918 for counties with populations between 50,000 and 100,000. Granville County’s average per capita debt for the same time period is $874. Granville County’s debt is considered manageable at current levels. On an absolute basis, debt service will increase through Fiscal Years 2010 and will level through 2013 should no additional debt be issued. As a percentage of general tax revenues, debt service peaks in Fiscal Year 2011 at 14.5%, in line with the target of 15%. The ratio of debt to personal income is projected to rise to 3.8% in Fiscal Year 2010.

172

The County has experienced significant growth, maintained a healthy fund balance, and has shown a conservative use of debt financing over the past ten years. Growing needs within the community requires the continued study of debt availability. Introduction and Background As the County continues to experience growth, the need for additional services and facilities will rise, requiring the County to consider debt capacity in its available resources. This study, modeled after North Carolina’s Debt Affordability Study, is prepared to provide a methodology for measuring, monitoring, and managing the County’s debt capacity. This report can be updated annually to advise the Granville County Board of Commissioners on the estimated debt capacity of the County for the upcoming five to ten fiscal years, and can aid in the County’s efforts to expand their Long-Range Financial Planning. Debt capacity is a limited and scarce resource. It should be used only after evaluating the expected results and foregone opportunities. The Study enables the County to structure its future debt issuances within existing and future resource constraints by providing a comparison of its current debt position to relevant industry standards, and by evaluating the impact of new debt issuances as well as changes in the economic climate on the County’s debt position. The Study can thus be used to help develop and implement the County’s capital budget. The Study is premised on the concept that resources as well as needs should guide the County’s debt issuance program. Establishing guidelines for future debt issuance and financial performance is a critical part of prudent debt management and can keep the debt burden from becoming excessive. The Finance Department recognizes that such guidelines must strike a balance between providing sufficient debt capacity to allow for the funding of essential capital projects and imposing sufficient discipline so that the County does not create a situation that results in a loss of future budgetary flexibility and could lead to a deteriorating credit position. Control of debt burden is one of the four key factors used by rating agencies’ analysts in assessing credit quality. The other three are economic vitality and diversity, fiscal performance and flexibility and the administrative capabilities of government. The Finance Department has recommended both target and maximum (ceilings) debt ratios to use as guidelines to measure and control the County’s debt burden. Section I – The Granville County Debt Affordability Model The Finance Department has adopted the measure of annual debt service arising from net tax-supported debt as a percentage of general tax revenues as its basis to evaluate the County’s existing and projected debt burden. The Finance Department notes that policymakers control both variables that determine this ratio. By measuring what portion of the County’s resources is committed to debt-related fixed costs, this ratio reflects the County’s budgetary flexibility and ability to respond to economic downturns.

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The results of the debt model are presented both as a total aggregate and as an annual amount which smoothes the solution over time. The result is the amount of new debt that the County can afford to authorize and issue each and every year while staying within its recommended targeted ratios. Section III contains the detailed presentation of the model solution. Debt Used in the Model Calculation The model uses a definition of net tax-supported debt that includes General Obligation Bonds, Special Indebtedness, Capital Lease Obligations, Installment/Equipment Leasing Obligations and any other such obligations that are owed to a third party over a predetermined schedule from General Fund Revenues. Obligations of Component Units, debt paid from Enterprise Fund revenues, non tax-supported special indebtedness paid from non-general fund supported funds and other debt such as revenue bonds are excluded from the definition of net tax-supported debt. Also excluded are obligations termed Other Post Employment Benefits (“OPEB”). See Appendix A for more discussion of OPEB and its exclusion from the model. Model Assumptions regarding Revenue Growth The Finance Department recognizes that it can not predict the future level of interest rates, the pace of revenue growth and recognizes the sensitivity of the model’s results to such factors. Changes in revenue estimates have a particularly significant impact on the calculation of available debt capacity because of the multiplier effect of compounding growth over the ten-year period. Such projections are especially important when they reflect changing or different economic outlooks. The Finance Department has adopted a revenue growth assumption that applies a growth rate of 2% to base revenues. Debt Structuring Assumptions The following assumptions were used in the debt affordability model calculations:

GO debt will be structured with a 20-year maturity with an overall level principal payment profile after the first year.

Non-GO debt will be structured with a 20-year maturity with an overall level debt

service or principal payment profile after the first year.

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Section II – Review of County Debt The County primarily issues two kinds of tax-supported debt: General Obligation Bonds and Lease-Purchase 160-A (20) Debt. General Obligation bonds are secured by the full faith, credit and taxing power of the County. The payments on all other kinds of long-term debt, capital lease obligations and equipment installment purchase contracts are subject to appropriation by the County. Some appropriation-supported debt is also secured by a lien on facilities or equipment. Debt that is determined to be self-supporting or supported by non-general fund revenues does not constitute net tax-supported debt but is included in the definition of “gross” tax-supported debt used by some analysts. The County’s outstanding gross and net tax-supported debt positions as of December 31, 2009 are shown below. Chart 1

Granville County Outstanding Net Tax-Supported Debt

Dec. 31, 2009Net Tax Supported General Obligation Bonds $ 52,430,000 Appropriation Supported Indebtedness: Installment Purchase Contracts / Equipment & Capital Leases $ 6,297,150 Less: Component unit funded debt -3,072,122 Less: Enterprise funded debt 0Net Appropriation Supported Indebtedness 3,225,028 Summary Gross Tax Supported Debt $ 58,727,150 Less: Self – Supporting Debt -3,072,122Net Tax-Supported Debt $ 55,655,028

General Obligation Bonds versus Special Indebtedness General Obligation (“GO”) debt is usually considered to be the highest quality of all the various types of debt or debt-like instruments and usually carries the highest credit rating. Several factors contribute to the high rating including the legal protections inherent in constitutionally permitted debt, investor confidence in the pledge of the full faith and credit of the County and the presumption of the availability of the government’s full

175

resources. GO bonds are generally the most transparent of the various types of County debt obligations and typically carry the lowest interest cost. Other indebtedness, also termed appropriation-supported debt, is secured by a specific stream of revenues or by a lease payment or financing agreement (and sometimes by a security interest in the project being financed); such obligations are typically paid from an annually budgeted appropriated amount for debt service. Depending upon the credit and structure, appropriation-supported debt is usually assessed an interest rate penalty ranging from 5 to 20 basis points when compared with the County’s GO bonds. However, the issuance cost associated with these forms of debt are usually significantly lower than the issuance cost for GO Debt and for small issues can be more cost beneficial to the County. Most counties have diversified their debt portfolios and utilize these non-GO structures, which include Certificates of Participations (COPS) and lease revenue bonds. The amount of the County’s outstanding appropriation-supported debt is shown below, with the percentage of appropriation-supported debt to total debt on a percentage basis noted. Also shown is a projection of the amount and percentage of appropriation-supported debt through fiscal year 2014. Chart 2

Net Appropriation Supported Indebtedness Outstanding

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Net Appropriation Supported Debt % of Total Outstanding Debt

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Each year, the North Carolina Department of State Treasurer prepares an analysis of debt of North Carolina counties. The most recent published report analyzes county debt as of June 30, 2008. Twenty-seven (27) counties share the population size of 50,000 – 99,999 of which Granville County is one of the 27. When comparing this information, only two Counties; Brunswick (pop. 99,400) and Carteret (pop. 63,294) show a higher credit rating than Granville County’s. At the time of the report, Granville County was rated A1 with Moody’s and A+ with Standards and Poor’s (S&P) rating services. Granville County received a rating increase from S&P with our 2009 bond issue resulting in a S&P rating of AA-. The results of the rating agencies are important to the County primarily because the better the rating, the lower the interest rates associated with GO bonds. Credit ratings are the rating agencies’ assessment of a government entity’s ability and willingness to repay debt on a timely basis. The ratings reflect both the likelihood of default and any financial loss suffered in the event of default. The following tables provide a general overview of the rating definitions for both Moody’s and Standard and Poor’s. Moody’s Ratings: Aaa Obligations rated Aaa are judged to be of the highest quality with minimal

credit risk. Aa Obligations rated Aa are judged to be of high quality and are subject to very

low credit risk. A Obligations rated A are considered upper-medium grade and are subject to low

credit risk. Baa Obligations rated Baa are subject to moderate credit risk. They are considered

medium-grade and as such may possess certain speculative characteristics. Ba Obligations rated Ba are judged to have speculative elements and are subject to

substantial credit risk. B Obligations rated B are considered speculative and are subject to high credit

risk. Note: Moody’s also maintain ratings of Caa, Ca, and C, however, these are considered very high risk and near default and as such the NC Local Government Commission would not allow debt issuance for units in these categories. Moody’s appends numerical modifiers 1, 2, and 3 to each generic rating classification from Aa through Caa. The modifier 1 indicates that the obligation ranks in the higher end of its rating category; the modifier 2 indicates a mid-range ranking, and the modifier 3 indicates a ranking in the lower end of that generic rating category. Standard and Poor’s (S&P) AAA Superior financial security, Highest safety AA Excellent financial security, Highly safe. A Good financial security. More susceptible to economic change than highly

rated companies. BBB Adequate financial security. More vulnerable to economic changes than highly

rated companies. Note: S&P also has ratings of BB, B, CCC, and R, these are considered vulnerable ranges and ratings in these categories would gain the interest of the NC Local Government Commission. Plus (+) and minus (-) signs show relative standing within a category; they do not suggest likely upgrades or downgrades.

177

Granville County’s administration should work to maintain our current ratings and take necessary steps to secure a rating of Aa and AA as our population reaches 80,000. This is the average rating for North Carolina counties with populations over 100,000. Uses of Outstanding Tax-Supported Debt Further review of the analysis of debt of North Carolina counties shows units of our population size utilize debt financing for several programs. While the majority of the debt service goes to repay school related debt, other programs funded include; jails, airports, community college expansion, economic development, water and sewer, parks and recreation facilities, and county buildings. The following chart illustrates the uses for which Granville County has issued net tax-supported debt calculated on the amount outstanding. The County used the proceeds of its debt programs for several purposes with the largest being to provide facilities and infrastructure for education (82.4%). Chart 3

Granville County Outstanding Net Tax-Supported Debt by Program

Public Safety1.6%

Economic Development

.2%

School System82.4%

LibrarySystem14.4% Parks & Recreation

1.4%

Growth in County Debt Net tax-supported debt has shown significant growth over the last four years as the County has used debt financing to address the requirements of a growing population for education and other capital needs. Tax-supported debt increased from 18.5 million at June 30, 2003 to approximately $55.6 million at December 31, 2009. Chart 4 below illustrates the growth in total County net tax-supported debt outstanding over the last several years.

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Chart 4

$0

$10

$20

$30

$40

$50

$60

Deb

t ($

Mill

ions

)

2003 2004 2005 2006 2007 2008 2009 2010Est.

fiscal year

Granville County Historic Net Tax-Supported Debt Outstanding (with 2010 Estimate)

Authorized but Unissued Debt The County typically issues debt on a cash flow basis. Bond issues are timed to provide funds as they are actually needed. Therefore there is typically a lag between when debt is authorized and when it is actually issued. As of the end of December 2009, the County does not have any authorized and un-issued debt. Debt Service The amount the County spends on debt service each year has risen, both on an absolute basis and as a percentage of general tax revenues. This trend is expected to increase for the near future, as the amount of the outstanding debt increases. Both the County’s historic and projected debt service is illustrated below in Chart 5. The scheduled retirement of debt is important source of future debt capacity and its impact is incorporated into the affordability analysis presented in Section III.

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Chart 5

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014Fiscal Year

Granville County Historic & Projected Debt Service

Section III – Guidelines and Model Results Net Tax-Supported Debt Service as a Percentage of General Tax Revenues The Finance Department adopted the following target and ceiling guidelines as the preferred measure used to determine the amount of net tax-supported debt that can be prudently authorized by the County.

Net Tax-Supported Debt Service as a percentage of General Tax Revenues should be targeted at no more than 15% and not to exceed 18%.

The Finance Department recognizes that a measure of affordability that assumes that all additional debt that the County has the capacity to authorize is issued in the year it is available is not consistent with current practice. There is often a time lag, sometimes of multiple years, between when debt is authorized and when it is issued. The adopted annual measure smoothes the amount of debt the County can afford to prudently authorize each and every year for the model horizon without exceeding its target ratios. In practice, the limit imposed by the years of the least capacity over the model horizon drives the smoothing.

180

15% Target Ratio/Debt Service Impact Illustrated below the first line is the actual amount of new tax-supported debt that could be authorized and issued by year staying within the 15% target ratio. The second line shows this new debt amount smoothed over every year of the planning horizon. One important source of capacity is the retirement of existing debt. As the County retires debt, the amount becomes a resource of future capacity. The amount of debt to be retired totals $19.8 million through 2014 and is netted from Total Debt Capacity per year to illustrate the impact versus that of revenue growth. Finally, the debt service arising from the presumed issuance of $7.5 Million of new debt annually would increase by an annualized amount of approximately $588,730. Table 2

Net Tax-Supported Debt Capacity using 15% debt service/revenues target ratio

Fiscal Year 2010 2011 2012 2013 2014 Total Additional Debt Capacity per year $4,500,000 $2,300,000 $6,900,000

$10,300,000

$13,500,000

Debt Capacity Available Each and Every Year $7,500,000 $7,500,000 $7,500,000 $7,500,000 $7,500,000 Table 3

Retirement of Outstanding Debt Compared to the $7.5 Million Annual Debt Capacity

Fiscal Year 2010 2011 2012 2013 2014 Retirement of Outstanding Debt $3,476,347 $3,630,052 $3,519,484

$3,504,484

$3,489,484

Debt Capacity in Excess of Retirement of Debt $4,023,653 $3,869,948 $3,980,516

$3,995,516

$4,010,516

This model assumes that additional debt capacity is authorized and issued in the stated fiscal year even though as previously stated debt issuances of less than $10 Million tend to have a higher issuance cost as a percentage of the debt issued than issuances of larger amounts.

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The following chart shows the ratio of debt service to estimated revenues that result from the assumption of an annual issuance of $7.5 Million. Chart 8

Future Debt Service Ratios Assuming $7.5 Million per Year

12.00%

13.00%

14.00%

15.00%

16.00%

17.00%

18.00%

2010 2011 2012 2013 2014

Perc

enta

ge o

f Rev

enue

s

7.5 Million 15% Target

Sensitivity Analysis on 15% Target Solution The model results are highly sensitive to changes in revenue assumptions. Specifically, a one percent change, either up or down, in general tax revenues in each and every year of the model solution horizon will change the amount of annual debt capacity each and every year by approximately $750,000. Net Tax-Supported Debt to Personal Income The Finance Department has also established guidelines for evaluating the County’s debt burden as a measure of Personal Income, as follows:

Net Tax-Supported Debt as a percentage of Personal Income should be targeted at no more than 3% and not exceed 4%.

Chart 9 below, shows that the amount of tax-supported debt as a percentage of personal income has risen in the past years and will peak in Fiscal Year 2010.

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Chart 9

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 20142010 -2014 are Estimates

Debt to Personal Income Percentages

Source: Population figures are from the North Carolina Department of State Demographer and Personal Income figures are from the County and State Economic Development Commission. Level of Unreserved Fund Balance As discussed previously, the rating agencies place emphasis on budgetary reserves. In a report dated December 22, 2005, Standard & Poor’s stated that “…reserves are critical to managing economic cycles and providing substantial flexibility to manage the budget and capital requirements of a government.” According to the North Carolina Local Government Commission, a local government entering a fiscal year with less than 8% undesignated, unreserved fund balance available will not have adequate resources to meet its obligations until it begins receiving property taxes. Granville County currently targets a range of 26% - 30% of expenditures for Undesignated/Unreserved Fund Balance. Historically, Granville County has experienced consistent growth in its fund balance. However, fund balance decreased in Fiscal Year 2007, primarily due to one-time appropriations to the Granville County School System for school construction and start-up costs at the new high school; construction of the Granville Athletic Park Phase II expansion project; re-appropriation of prior year funds to the Butner Planning Council; and purchase of property near the Certainteed plant for construction of a NCDOT road.

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The following table shows the undesignated/unreserved fund balance over the last ten (10) years. Table 4

Fiscal Year Ending

Undesignated/Unreserved Fund Balance

Percentage of Expenditures

June 30, 2009 $ 18,146,260 36.74% June 30, 2008 $16,290,833 34.65% June 30, 2007 $ 11,966,953 25.30% June 30, 2006 $ 14,332,810 34.99% June 30, 2005 $ 11,871,907 36.50% June 30, 2004 $ 9,709,748 30.10% June 30, 2003 $ 8,543,508 23.80% June 30, 2002 $ 7,960,884 24.80% June 30, 2001 $ 7,268,566 24.00% June 30, 2000 $ 4,634,928 17.20%

Source: Granville County Budget Documents and Comprehensive Financial Annual Reports Section IV – Capital Project Costs and Pay-Go Funding A consideration that affects capital project costs and future debt service capacity is the use of “pay-as-you-go” (“PAYGO”) funding of capital projects. By using current revenues to fund the capital improvements plan, the County can reduce future debt service and retain debt capacity. During fiscal year 2009-2010, Granville County continued minimum funding to the Capital Improvement Plan (CIP) and the Vehicle Replacement Program (VeRP) from a historical general fund appropriation of $650,000 to $400,000. In order to continue our policy of using “PAYGO” funding to maintain existing facilities and other planned CIP & VeRP projects the annual general fund contribution will need to be restored in fiscal year 2010-2011 and increased by approximately $250,000 to $900,000 annually. The finance department recommends setting aside a portion of our debt capacity to fund County facility and infrastructure, and recommends aligning debt funding with planned or proposed school bond debt issues in order to take advantage of “GO” debt. The finance department also recommends that the County target non-school related debt at no more than 20% of outstanding net tax-supported debt by program.

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Appendix A

Revenues and Liabilities in the Granville County Debt Affordability Model

Revenues The model uses general tax revenues adjusted for one-time or non-recurring item plus certain other revenue items deemed available to service debt from the most recently available Comprehensive Annual Financial Report. The following items are included: General Fund Tax Revenues

Net Ad Valorem Tax Revenues Sales Tax State Excise Tax – Register of Deeds Beer and Wine Tax Taxes on Federal Exempt Land Occupancy Taxes

Other General Fund Revenue Items

Investment Income Miscellaneous Revenues

Revenue Growth and other Assumptions Changes to revenue estimates have a significant impact on the calculation of available debt capacity because of the multiplier effect of compounding growth over the ten-year period. And such projections are especially important when they reflect changing or differing economic outlooks. Base revenues are assumed to grow at a rate of 2% annually through the forecast period (2014). The Finance Department believes this assumption to be prudent. The revenue estimates incorporate the effect of any changes dictated in current law. Liabilities To calculate net tax-supported debt, credit analysts take into account all debt supported by general tax revenues. This debt position shows the amount of indebtedness serviced from an issuer’s General Fund; that is, it reflects the debt service payments made directly from tax revenues and is known as net tax-supported debt. Although a consensus appears to exist among credit analysts as to the appropriateness of using net tax-supported debt as the standard for determining an issuer’s debt position, there is less unanimity about the precise calculation. The Finance Department has determined to follow the approach of

185

Moody’s Investor Service as close as possible and exclude self-supporting debt from its calculations. The model uses a definition of net tax-supported debt that includes General Obligation Bonds, Special Indebtedness, Capital Lease Obligations, Installment/Equipment Leasing Obligations and any other such obligations that are owed to a third party over a predetermined schedule from General Fund Revenues. Obligations of Component Units, non tax-supported special indebtedness and other self-supporting debt are excluded. Other Post Employment Benefits (“OPEB”) In order to comply with Governmental Accounting Standards Board (GASB) Statements No. 43 and 45, the County had an actuarial study completed that estimates the size of the County’s unfunded liability for Other Post Employment Benefits. The bond rating agencies have been clear that OPEB liabilities do not represent a hard liability in the same way that debt service does and should not be considered tax-supported debt unless bonds are actually issued to fund part or all of the liability. They have also consistently assured governmental units that these liabilities do not represent a threat to the County’s credit rating in the short-term. Over the longer term, the County will need to develop a realistic plan to meet these obligations. The model includes the actual debt service from all outstanding net tax-supported debt. The following is a list of those liabilities that are included in the model (outstanding as of December 31, 2009):

General Obligation Bonds supported by General Fund Tax Revenue - $52,430,000

Appropriation-Supported Indebtedness (Lease Purchase Contracts) - $3,225,028 Liabilities not included in the model (outstanding as of December 31, 2009):

Component Unit funded debt - $3,072,122 Other Post Employment Benefits (“OPEB”)

Note: Although these liabilities do not constitute tax-supported debt, they are obligations of the County or various component units, and the County’s General Fund, although not legally obligated to, could be called upon to service these obligations if necessary. Debt Structuring Assumptions

GO debt will be structured with a 20-year maturity with an overall level principal payment profile after the first year.

Non-GO debt will be structured with a 20-year maturity with an overall level debt service or principle payment profile after the first year.

The incremental model debt is assumed to be fixed-rate, 20-year maturity debt with an average interest cost of 4.75% and a level principle payment profile after the initial years.

186

VEHICLE REPLACEMENT PROGRAM (VeRP) One of the most important expenditures for Granville County Government is for the timely replacement of vehicles and rolling stock. The public safety departments rely on vehicles as a critical tool in life and death situations. The Granville County Board of Commissioners created the Vehicle Replacement Program Schedule – or VeRP – to aid in the long-range planning for replacement of patrol cars, animal control officers’ vehicles, and emergency management vehicles in a systematic manner.

The VeRP is a management tool. In fiscal years prior to 2009-2010 a separate fund was established to account for and accumulate sufficient funds to ensure that funding was available to meet the replacement of vehicles as scheduled. In fiscal year 2009-2010 requirements of accounting rules required that funding for and expenditure for vehicles should be identified in the fund or department experiencing the expenditure. Patrol cars are generally replaced in the sixth year, and other vehicles are replaced in the sixth or seventh year of

operation. The actual replacement year may fluctuate with mileage and condition of the vehicle. Once the vehicle is eligible for replacement, the department manager and county manager consider whether to defer the replacement for each vehicle on a case-by-case basis. Revenues available to the fund consist of an annual appropriation from the General Fund, proceeds from the sale of surplus vehicles, and enterprise fund revenues. Total expenditures approved for fiscal year 2010-2011 are $306,500. This is an increase of approximately $80,000 over fiscal year 2009-2010. In fiscal years 2008-2009 and 2009-2010 significant deferral of vehicle replacements were made as a response to the downturn in the economy. The deferrals have resulted in extending the planned replacement cycle by approximately two years across all departments and result in the increase shown in the approved funding levels. Vehicles eligible for replacement or purchase include one truck in Animal Control, and ten vehicles in the sheriff’s department, and one truck in Solid Waste Operations. County administration is continuing to investigate and evaluation options for “right sizing” fleet vehicles used in Social Services, Senior Services, and the general fleet. These options will be presented at a future date and are not shown in the following schedule. The schedule on the following pages includes all County-owned vehicles and the anticipated replacement of those designated as front-line vehicles. The abbreviation “NSFR” denotes those vehicles “not scheduled for replacement”, although they are often kept as spare vehicles. Vehicles assigned to the enterprise fund, Solid Waste Management, are funded directly from those funds.

187

FY 2010-2011 Proposed Vechicle Replacement Schedule

Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014REVENUES:

$374,500 $555,000 $122,359 $226,289 $306,500 $440,500 $316,500 $357,800$0 $0 $0 $0 $20,000 $0 $0 $0$0 $0 $5,227 $0 $0 $0 $0 $0

$6,652 $1,228 $35,443 $43,680 $20,000 $30,100 $23,000 $15,600$0 $0 $0 $141,231 $0 $0 $0 $0

$381,152 $556,228 $163,029 $411,200 $346,500 $470,600 $339,500 $373,400

EXPENDITURES:$92,251 $256,333 $98,333 $166,500 $0 $0 $0 $0$29,961 $17,825 $537 $0 $21,000 $23,100 $24,250 $25,400

$0 $27,807 $0 $0 $0 $0 $33,000 $0$14,172 $13,361 $0 $19,000 $0 $23,000 $24,500 $26,000

$0 $0 $0 $0 $0 $0 $0 $0$182,380 $228,206 $179,102 $189,500 $290,500 $409,500 $239,750 $302,000

$0 $24,500 $0 $24,700 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $0 $0 $0 $0$0 $0 $0 $0 $20,000 $0 $0 $0

$2,477 $2,306 $4,954 $11,500 $15,000 $15,000 $18,000 $20,000

$321,241 $570,338 $282,926 $411,200 $346,500 $470,600 $339,500 $373,400

$275,238 $261,128 $141,231 $0 $0 $0 $0 $0

Cooperative Extension

Solid Waste Operations

Fund Balance

General Services & Fleet Services

Fleet Management

Summary Revenues and Expenditures

Total Revenues

Social Services Department

Animal Control ServicesEmergency Management Department

Inspections Department

Emergency Medical Services (EMS)

Parks and Recreation DepartmentSheriff's Department

Detention Center

General Fund Contributions Required

Total Expenditures

Contributions from Solid Waste Fund RequiredInvestment earnings

Sale of fixed assets & Insurance ReimbursementsUse of fund balance

Senior Services Department

VeRP Schedule - FY 2010-2011

188


Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$92,251 $256,333 $98,333 $166,500 $0 $0 $0 $0

1 - new 2-new 1-remount 1 - new 1- new

Dept ID# VINLicense Plate# Year Make Description Type

Former Department

Current Department Class

YearScheduled

for Replacement

Estimated Replacement

CostAddressing 6570 31787-S 1996 Ford Crown Victoria Private Passenger n/a EMS-Addressing 7398 NSFR -$

24 Spare - Van 5001 89685-R 1997 Ford Ambulance Ambulance n/a EMS - backup 7919 NSFR -$ M. Bragg 7795 37635-S 1997 Ford Explorer Truck n/a EMS - Admin 7919 NSFR -$

23 Spare - Van 6363 10344-S 1998 Ford Ambulance Ambulance n/a EMS - backup 7919 NSFR -$ 26 Oxford EMS 5 7202 46395-S 2002 Ford Ambulance Ambulance n/a EMS 7919 NSFR -$ 30 Stovall (Spare) 3490 59068-S 2003 Ford Ambulance Ambulance n/a EMS 7919 NSFR -$ 19 QRV 6467 62796-S 2005 Chevrolet Truck Light Truck n/a EMS - QRV 01499 NSFR -$ 32 Butner 6568 63807S 2005 Ford Ambulance Ambulance n/a EMS 7919 NSFR -$ 29 Oxford 2548 82803S 2006 Ford E-450 Truck n/a EMS 01499 NSFR -$ 21 Spare - Van 8969 71776S 2006 Ford Ambulance Ambulance n/a EMS 7919 NSFR -$

n/a 3374 92847-S 2007 Pace Trailer Trailer - Over 2000 n/a EMS 68499 NSFR -$ 27 Wilton 4206 94558-S 2007 Chevrolet Ambulance Ambulance n/a EMS 7919 NSFR -$ 33 Stovall 5786 91379S 2007 Ford E-450 Amb. Ambulance n/a EMS 7919 NSFR -$ 34 2597 96801-S 2008 Ford E-450 Amb. Ambulance n/a EMS 7919 NSFR -$ 35 9900 12526T 2008 Ford E-450 Amb. Ambulance n/a EMS 7919 NSFR -$ 36 Creedmoor 0607 2010 Chevy G-4500 Ambulance n/a EMS 7919 NSFR -$ 36 2011 Ambulance n/a EMS 7919 NSFR -$

Emergency Medical Services (EMS) currently maintains ten (10) front-line vehicles, eight (8) box style ambulances and one (1) truck used as a Quick Response Vehicle (QRV). The current schedule adds one (1) additional front-line box style ambulance in fiscal year 2010-2011.The department also maintains two (3) van style back-up ambulances and two (2) staff vehicles used for addressing and administration. These five autos are not scheduled for replacement. When possible, the box style ambulances are remounted on new chassis providing a lower replacement cost. Several box style ambulances are scheduled for full replacement. This allows them to replace the old van style back-ups with box style back-ups by the year 2014. The actual replacement year may fluctuate with mileage and condition of the vehicle.

Emergency Medical ServicesAmount Expended or Budgeted

Number of Vehicles Purchased or Scheduled for PurchaseDepartment Vehicle Inventory


189


Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$29,961 $17,825 $537 $0 $21,000 $23,100 $24,250 $25,400

2 1 0 0 1 1 1 1

VINLicense Plate# Year Make Description Type

Former Department


YearScheduled

for Replacement


CostAll AC staff 4183 71480-R 1996 Ford Truck Light Truck n/a Animal Control 01499 NSFR -$ T. Marshall 6833 56632-S 2004 Chevrolet Truck Light Truck n/a Animal Control 01499 FY 2011 21,000$ C. Hartley 8776 85512-S 2007 Chevrolet Truck Light Truck n/a Animal Control 01499 FY 2012 23,100$ D. Braam 8903 85511-S 2007 Chevrolet Truck Light Truck n/a Animal Control 01499 FY 2013 24,250$

L. Pendleton 288 2008 Chevrolet Truck Light Truck n/a Animal Control 01499 FY 2014 25,400$

Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$0 $27,807 $0 $0 $0 $0 $33,000 $0

0 1 0 0 0 0 1 0


Former Department


YearScheduled

for Replacement


Cost0633 14487-T 1985 Chevy Truck Forestry Loaner n/a Emergency Unknown NSFR 0

n/a 0694 87914-S 2006 Layton Nomad Camper Trailer n/a Emergency Unknown NSFR -$ D. Boyd 7977 7607-S 2006 Chevrolet Truck Light Truck n/a Emergency 01499 NSFR -$ D. Logan 8654 96013-S 2008 Ford Expedition Light Truck n/a Emergency 01499 FY 2013 33,000$

Emergency Management currently maintains one (1) front-line auto and three (3) secondary units, one of which is a camper trailer used as a mobile command unit and one is a Forestry truck to pull the camper trailer, however title for this truck remains with the Forestry Service. The County insures and maintains the truck under a 2008 agreement. Front-line vehicles are typically replaced in the fifth or sixth year of operation. The actual replacement year may flutuate with mileage and condition of the vehicle. Once the vehicle is eligible for replacement, the department manager and County Manager consider whether to defer the replacement for each vehicle on a case-by-case basis.

Emergency Management

Animal Control

Animal Control currently maintains four (4) front-line trucks and one (1) secondary truck. Front-line trucks for this department are scheduled to be replaced in the sixth year of operation. The actual replacement year may fluctuate with mileage and condition of the vehicle. Once the vehicle is eligible for replacement, the department manager and County Manager consider whether to defer the replacement for each vehicle on a case-by-case basis. Due to funding constraints identified in prior fiscal years the replacement of the 2004 truck purchased in 2005 was deferred until fiscal year 2010-2011. Once a truck is replaced the outgoing truck can replace the truck NSFR within the department.

Department Vehicle Inventory

Amount Expended or BudgetedNumber of Vehicles Purchased or Scheduled for Purchase

Number of Vehicles Purchased or Scheduled for PurchaseAmount Expended or Budgeted



190


Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$14,172 $13,361 $0 $19,000 $0 $23,000 $24,500 $26,000

1 1 0 1 0 1 1 1


Former Department


YearScheduled

for Replacement


CostA. Adcock 9928 44198-S 2003 Ford Truck F-150 Light Truck Inspection Inspection 7398 FY 2011-2012 23,000$ D. Evans 3462 57995-S 2005 Chevrolet Truck Light Truck Inspection Inspection 01499 FY 2012-2013 24,500$ S. Phillips 4620 TY12407 2005 Chevrolet Truck Light Truck Inspection Inspection 01499 FY 2013-2014 26,000$ A. Harris 8160 85625-S 2007 Chevrolet Truck Light Truck Inspection Inspection 01499 FY 2014-2015 27,500$ H. Faucette 4833 96240-S 2008 Ford Truck Light Truck Inspection Inspection 01499 FY 2015-2016 29,000$

Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$0 $0 $0 $0 $0 $0 $0 $0

0 0 0 0 0 0 0 0


Former Department


YearScheduled

for Replacement


Costn/a 0488 19780-T 1997 Falcon Trailer Trailer - Over 2000 General GAP - Park 68499 NSFR -$ n/a 0972 19781-T 1997 Falcon Trailer Trailer - Over 2000 General GAP - Park 68499 NSFR -$ L. Salisbury 5891 37347-S 2002 Ford Truck Light Truck Inspection GAP - Park 01499 NSFR -$




The Parks and Recreation Department maintains one (1) truck for the daily operations of the park. In addition to this truck, the Parks department also maintains several pieces of large equipment including a large and small commercial mower, compact utility tractor, and a reel mower. Since these items are not rolling stock used on the road they are not on this schedule, however this fund is used to plan and monitor the purchase of these items. The truck used by this department is not scheduled for replacement. Typically, when trucks are replaced in the Inspections department, the replaced truck is usually re-tasked to the Parks or General Services department.

Parks and Recreation DepartmentAmount Expended or Budgeted

Number of Vehicles Purchased or Scheduled for Purchase

Inspections

The Inspections Department maintains five (5) front-line trucks. Front-line trucks are typically replaced in the seventh year of operation. The actual replacement year may fluctuate with mileage and condition of the vehicle. Once the vehicle is eligible for replacement, the department manager and County Manager consider whether to defer the replacement for each vehicle on a case-by-case basis. Replaced trucks, if in good condition are typically re-tasked to the Parks or General Services departments. Due to funding constraints identified in previous fiscal years, the administrative staff is recommending that the replacement of the truck purchased in 2003 be deferred until fiscal year 2010-2011. Replaced vehicles are passed along to the General Services or Parks Department for use within the County as "NSFR" trucks.


191


Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$182,380 $228,206 $179,102 $189,500 $290,500 $409,500 $239,750 $302,0009 10 6 7 10 13 7 8


Former Department


YearScheduled

for Replacement


Cost6185 1985 Cox Boat Trailer Trailer - Over 2,000 Butner Rescue Sheriff's 68499 NSFR -$

C. Coffey 5162 KRE-5459 1999 Chevrolet Camaro Z28 Police Private n/a Sheriff's 7911 NSFR -$ 8778 LZF-1508 2002 GMC Yukon Police Commercial n/a Sheriff's 7912 NSFR -$

L. Wilkins 0199 VXR-6298 2003 Ford Expedition Police Private n/a Sheriff's 7911 NSFR -$ N. Hall 9547 42644-S 2003 Ford 4S Police Private n/a Sheriff's 7911 NSFR -$ J. Noblin 9550 RSM-9300 2003 Ford 4S Police Private n/a Sheriff's 7911 NSFR -$ ADD FY 2010 5364 2005 Ford Mustang GT Police Private n/a Sheriff's 7911 NSFR -$ V. Hicks 6873 50294-S 2004 Dodge Durango Police Private n/a Sheriff's 7911 FY 2010-2011 34,000$ B. Minchew 6934 50039-S 2004 Ford Patrol Car Police Private n/a Sheriff's 7911 NSFR -$ S. Whitfield 6935 50038-S 2004 Ford Patrol Car Police Private n/a Sheriff's 7911 NSFR -$ F. Jay 6936 50035-S 2004 Ford Patrol Car Police Private n/a Sheriff's 7911 NSFR -$ B. Wilkins 6940 SST-1309 2004 Ford Patrol Car Police Private n/a Sheriff's 7911 NSFR -$


The Sheriff's Department currently maintains forty-three (43) front-line vehicles, twelve (12) secondary vehicles, and a trailer. Typically, the Sheriff's patrol cars are replaced in the sixth or seventh year of operations. The actual replacement year may fluctuate with mileage and condition of the vehicle. Once the vehicle is eligible for replacement, the department manager and County Manager consider whether to defer the replacement for each vehicle on a case-by-case basis. When older autos are replaced, the Sheriff and the County Manager review the vehicles coming off line for possible Sheriff's back-up cars, for county fleet autos, or for use as spare parts. Due to funding constraints identified in previous fiscal years useage lives were extended from five to six years to six or seven years as currently shown on the schedule.

SheriffAmount Expended or Budgeted


192



Former Department


YearScheduled

for Replacement


Costn/a 3171 88462S 2005 International Travel Trailer Trailer - Over 10,000 n/a Sheriff's NSFR -$ B. Devore 4567 62395-S 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2010-2011 28,500$ T. Althaus 4568 62397-S 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2010-2011 28,500$ T. Neal 4569 62391-S 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2010-2011 28,500$ S. Baird 4570 62394-S 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2010-2011 28,500$ T. Guthrie 4572 62392-S 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2010-2011 28,500$ D. Braswell 4573 63235-S 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2010-2011 28,500$ T. McCall 4574 62393-S 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2010-2011 28,500$ B. Strother 4576 TVB-7510 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2010-2011 28,500$ C. Williams 4577 TVJ-3726 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2010-2011 28,500$ G. Williams 5840 66095-S 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ B. Laws 5842 66096-S 2005 Ford 4S Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ C. Smoot 2514 77325-S 2006 Ford Sedan Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ D. McFee 2515 77323-S 2006 Ford Sedan Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ C. Noblin 2516 77324-S 2006 Ford Sedan Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ E. Newman 2517 VSD-7280 2006 Ford Sedan Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ Sheriff 3739 USD7279 2006 Ford MP Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ R. winesett 4638 78177-S 2007 Ford Sedan Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ R. Holding 4639 78176-S 2007 Ford Sedan Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ W. Carson 4640 78173-S 2007 Ford Sedan Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ D. Emory 4641 78175-S 2007 Ford Sedan Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ T. Wilkins 4642 WSD-7468 2007 Ford Sedan Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ S. Boyd 7849 78479-S 2007 Dodge Charger Police Private n/a Sheriff's 7911 FY 2011-2012 31,500$ Dwayne Morto 6069 93419-S 2008 Dodge Charger Police Private n/a Sheriff's 7911 FY 2012-2013 34,250$ Tracey Neal 6070 93422-S 2008 Dodge Charger Police Private n/a Sheriff's 7911 FY 2012-2013 34,250$ Steve Soppa 6071 93426-S 2008 Dodge Charger Police Private n/a Sheriff's 7911 FY 2012-2013 34,250$ Rusty Conley 6072 93421-S 2008 Dodge Charger Police Private n/a Sheriff's 7911 FY 2012-2013 34,250$ Jessica Hunsu 6073 93420-S 2008 Dodge Charger Police Private n/a Sheriff's 7911 FY 2012-2013 34,250$ Clarence Bowe 6074 93424-S 2008 Dodge Charger Police Private n/a Sheriff's 7911 FY 2012-2013 34,250$ Neal Hall 6075 93425-S 2008 Dodge Charger Police Private n/a Sheriff's 7911 FY 2012-2013 34,250$

9846 2008 Chevrolet Impala n/a n/a Sheriff's 7911 FY 2013-2014 37,750$ 9605 2008 Dodge Charger Police Private n/a Sheriff's 7911 FY 2013-2014 37,750$ 9324 2009 Dodge Charger Police Private n/a Sheriff's 7911 FY 2013-2014 37,750$ 6535 2009 Dodge Charger Police Private n/a Sheriff's 7911 FY 2013-2014 37,750$ 6536 2009 Dodge Charger Police Private n/a Sheriff's 7911 FY 2013-2014 37,750$ 6537 2009 Dodge Charger Police Private n/a Sheriff's 7911 FY 2013-2014 37,750$ 6538 2009 Dodge Charger Police Private n/a Sheriff's 7911 FY 2013-2014 37,750$

ADD FY 2010 7842 2009 Dodge Charger Police Private n/a Sheriff's 7911 FY 2013-2014 37,750$ ADD FY 2010 2009 Ford Crown Vic Police Private n/a Sheriff's 7911 FY 2014-2015 39,600$ ADD FY 2010 2009 Ford Crown Vic Police Private n/a Sheriff's 7911 FY 2014-2015 39,600$ ADD FY 2010 2010 Dodge Charger Police Private n/a Sheriff's 7911 FY 2014-2015 39,600$ ADD FY 2010 2010 Dodge Charger Police Private n/a Sheriff's 7911 FY 2014-2015 39,600$ ADD FY 2010 2010 Dodge Charger Police Private n/a Sheriff's 7911 FY 2014-2015 39,600$

Sheriff (Continued)


193


Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$0 $24,500 $0 $24,700 $0 $0 $0 $0

0 1 0 0 0 0 0 1


Former Department


YearScheduled

for Replacement


CostR. Blackwell 2918 55805-R 1994 Chevrolet Truck Light Truck Solid Waste Detention Center 01499 NSFR -$ All Jail Staff 4573 SWE-4457 2002 Ford Crown Victoria Car Sheriff Detention Center 01499 NSFR -$ All Jail Staff 9524 50033-S 2004 Ford Van Light Truck n/a Detention Center 01499 NSFR -$ ADD FY 2010 6839 2010 Ford Van Light Truck n/a Detention Center 01499 FY 2015-2016 -$

Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$0 $0 $0 $0 $0 $0 $0 $0

0 0 0 0 0 0 0 0


Former Department


YearScheduled

for Replacement


CostAll CES staff 0032 89013-R 1997 Ford Van Light Truck n/a Co-Op Extension 01499 NSFR -$ All CES staff 2387 89615-S 2005 Ford E-350 Light Truck n/a Co-Op Extension 01499 NSFR -$



The Detention Center (Jail) currently maintains four (4) vehicles. The 2010 passenger van is used for inmate transports and is scheduled for replacement in the sixth year. The 2004 van is maintained as a back-up security van, while the 2002 Ford Crown Victoria is used for administratie travel. They also maintain a 1994 truck used for maintenance of the facility. These three vehicles are not scheudled for replacement (NSFR).

Detention CenterAmount Expended or Budgeted

Cooperative Extension Service maintains a grant funded van (1997) and a locally funded van (2005) for use by the Department and is made available to other departments on a scheduled basis. These vans are not scheduled for replacement (NSFR). Specific funding is allocated as the need for additional vehicles or replacement vehciles are identifed.



Co-Op Extension


194


Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$0 $0 $0 $0 $0 $0 $0 $0

0 0 0 0 0 0 0 0


Former Department


YearScheduled

for Replacement


CostG. Moore 9880 68814-R 1995 Ford Van Light Truck Social Services Social Services 01499 NSFR -$ All DSS staff 0255 91294-R 1998 Ford Car Crown Victoria Sheriff's Social Services 7911 NSFR -$ All DSS staff 5130 13000-S 2000 Ford 4S Crown Victoria Sheriff's Social Services 7911 NSFR -$ All DSS staff 4576 2002 Ford 4S Crown Victoria Sheriff's Social Services 7911 NSFR -$ All DSS staff 9546 42645-S 2003 Ford 4S Crown Victoria Sheriff's Social Services 7911 NSFR -$ All DSS staff 4571 37359-S 2005 Ford 4S Police Private n/a Sheriff's 7398 NSFR -$

Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$0 $0 $0 $0 $0 $0 $0 $0

0 0 0 0 0 0 0 0


Former Department


YearScheduled

for Replacement


CostAll Sr. Svc 5131 16201-S 2000 Ford 4S Crown Victoria General Services Sr. Services 7911 NSFR -$ All Sr. Svc 5132 77642-S 2000 Ford 4S Crown Victoria General Services Sr. Services 7911 NSFR -$

Amount Expended or Budgeted

The Social Services Department currently maintains six (6) vehicles for the daily operations of their department. These autos are not scheduled for replacement. The County is reviewing the possibility of providing new economy model cars for this department's operations. If purchased, these new cars would be scheduled for replacement on a seven year cycle, with the Social Services Department maintaining them until they are replaced. The full analysis of this purchasing decision will be included in the long term financial planning efforts of the County in fiscal year 2009-2010.

Social Services



Senior ServicesAmount Expended or Budgeted

The Senior Services Department maintains two (2) vehicles for daily operations and county facility maintenance. Typically, when front-line cars are replaced in the Sheriff's department, the replaced car is usually re-tasked to the Senior Services Department or the General Services Department. From time to time older vehicles are declared surplus and auctioned through GovDeals.com.




195


Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$0 $0 $0 $0 $0 $0 $0 $0

0 0 0 0 0 0 0 0


Former Department


YearScheduled

for Replacement


CostF. Hart 3878 73999-R 1996 Ford Truck Light Truck General General Services 01499 NSFR -$

4556 1997 Ford Van Van Jail Fleet NSFR -$ J. Wilkerson 2894 82336-R 1997 Chevrolet Truck Light Truck Inspection General Services 01499 NSFR -$ Fleet 7430 77641-S 1999 Ford Explorer SUV n/a Fleet 7912 NSFR -$ G. Bowen 1789 18258-S 2000 Ford Truck Light Truck Inspection General Services 01499 NSFR -$ Fleet 5135 64244-S 2000 Ford 4S Crown Victoria Sheriff's Fleet 7911 NSFR -$

5136 MYD2483 2000 Ford 4S Crown Victoria Sheriff's Fleet 7911 NSFR -$ Fleet 6850 55262-S 2001 Ford 4S Crown Victoria Sheriff's Fleet 7911 NSFR -$

6851 NXJ6658 2001 Ford 4S Crown Victoria Sheriff's Fleet 7911 NSFR -$ Fleet 4213 41016-S 2002 Dodge Durango SUV Emer. Mgmt. Fleet 7911 NSFR -$

2078 2005 Chevrolet Truck Truck General Services 7911 NSFR -$

Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$0 $0 $0 $0 $20,000 $0 $0 $0

0 0 0 0 1 0 0 0


Former Department


YearScheduled

for Replacement


Cost5304 90524-R 1988 International Dump Truck Medium Dump Truck Sheriff's Landfill 23479 NSFR -$

W. Richards 4182 71480-R 1996 Ford Truck Light Truck Water & Sewer Landfill 01499 NSFR -$ 0743 82372-R 1997 Chevrolet Truck Light Truck General Services Landfill 01499 NSFR -$

C. Thorpe 6899 90524-R 1999 Ford Truck Light Truck Solid Waste Mgt. Landfill 01499 NSFR -$ n/a 2236 AY-39338 1999 Carson Trailer Trailer - Over 2000 Solid Waste Mgt. Solid Waste Mgt. 68499 NSFR -$ n/a 2237 AY-39339 1999 Carson Trailer Trailer - Over 2000 Solid Waste Mgt. Solid Waste Mgt. 68499 NSFR -$ J. Falls 3675 54088-S 2004 Chevrolet Truck Medium Truck Solid Waste Landfill 21499 FY 2010-2011 20,000$

Solid WasteAmount Expended or Budgeted


The General Services Department maintains four (4) trucks for daily operations and county facility maintenance. In addition to these trucks, the General Services Department also maintains several fleet vehicles for use by county staff for county business.Typically, when front-line trucks are replaced in other departments, the replaced truck is usually re-tasked to the Parks or General Services Department. From time to time older vehicles are declared surplus and auctioned through GovDeals.com.

The Solid Waste Management Operations maintains one (1) truck for daily operations. In addition to this truck, the department also maintains three (3) trucks, two (2) trailers, and one (1) dump truck which are not scheduled for replacement. Since this department operates as an enterprise fund, when the truck is scheduled for replacement it is funded by the Solid Waste Operations. Once the vehicle is eligible for replacement, the department manager and County Manager consider whether to defer the replacement for each vehicle on a case-by-case basis.


General Services & Fleet AutosAmount Expended or Budgeted


196


Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$0 $0 $0 $0 $0 $0 $0 $0

Warren Daniel 2664 1997 Ford Truck Light Truck General Fleet 01499 NSFR -$

The Soil & Water Department maintains one vehicle for daily operations. Typically, when front-line trucks are replaced in the Inspections department, the replaced truck is usually re-tasked to the Soil & Water Department or the General Services Department. From time to time older vehicles are declared surplus and auctioned through GovDeals.com.

Soil & WaterAmount Expended or Budgeted


197


Actual2006-2007

Actual2007-2008

Actual2008-2009

ApprovedBudget

2009-2010

ApprovedBudget

2010-2011

PlanningBudget

2011-2012

PlanningBudget

2012-2013

PlanningBudget

2013-2014$2,477 $2,306 $4,954 $11,500 $15,000 $15,000 $18,000 $20,000

Fleet ManagementAmount Expended or Budgeted

The County also includes cost associated with the routine maintenance of the fleet vehicle in the Vehicle Replacement Program Fund (VeRP) since these autos are used by multiple departments. The table below shows the actual expenditures, current budget, and planned expenditures for the next several years.


198

GRANVILLE COUNTY FEE MANUAL

Fiscal Year 2010-2011

Emergency Services Fees Amended 6/4/2007 Register of Deeds Fees Amended 6/4/2007

Solid Waste Management Fees Amended 6/4/2007 Planning Fees Amended 6/4/2007

Granville Athletic Park Fees Amended 6/4/2007 Inspections Fees Amended 6/4/2007

Fire Marshal Fees Amended 6/4/2007 Fire Marshal Fees Amended 7/1/2008 Inspection Fees Amended 7/1/2008

Granville Athletic Park Fees Amended 7/1/2008 Solid Waste Management Fees Amended 8/4/08

Library System Fees Amended 8/4/08 Granville Athletic Park Fees Amended 1/31/09 Granville Athletic Park Fees Amended 3/16/09

Solid Waste Management Fees Amended 6/15/09 EMS Fees Amended 5/17/2010

Animal Control Fees Amended 5/17/2010 Solid Waste Management Fees Amended 5/17/2010

199

Introduction

Granville County Government provides many services to its citizens. While a majority of the revenue that pays for these services is through local and State authorized taxes, some services are appropriately funded by user-fees. The user-fee concept essentially states that the cost of services that benefit a certain person or group of persons should be paid for by those persons. The cost of the service should be measurable and some administrative mechanism for charging the beneficiary should be available.

The user-fee concept promotes fairness because the revenue supplements the tax dollars that would otherwise be used to pay for the service. If, for example, the Inspections Department was funded by general tax revenue, the general citizenry would pay for the mandatory inspections required of homebuilders and developers. A full-cost recovery user-fee supplants this tax revenue and transfers these costs to the beneficiary of the services, ultimately the home buyer.

The following pages present a consolidated directory of user-fees for all departments.

200

Board of Elections Fees

Fee Computer Generated List in Hardcopy $.02 per pageComputer Generated CD $25.00 per runComputer Generated 3.5” Diskette $25.00 per runComputer Generated Labels $.27 per pageCounty District Map $13.25Letter or Legal Size Photo Copies $.05Ledger Size Photo Copies $.10

Filing Fees are determined by the Office and posted prior to each filing period.

201

EMERGENCY SERVICES DEPARTMENT

EMS Division Fees

Fee Ambulance Call Record (ACR) Fee (applies only to liability claims for person injury) (amended 3-15-99; amended 7-1-05) $15.00Ambulance Franchise Application Fee $1,000.00

Animal Control Division Fees

Fee Ordinary Redemption by Owner- 1st Time $25.00Ordinary Redemption by Owner- 2nd Time within 1 year $50.00Ordinary Redemption, more than twice in 1 year $75.00Redemption by Owner for Violation of Section 1-8- 1st time $25.00Redemption by Owner for Violation of Section 1-8-2nd Time within 1 year $50.00Redemption by Owner for Violation of Section 1-8 more than twice in 1 year $100.00Boarding Fee while animal impounded $10.00 per dayAdoption Fee (amended 1-02-01) $25.00Vaccination Fee (1Year) $6.00

202

Fire Marshal Fees

Section A. Permits: Fee 1. Airports, Heliports, and Helistops: Operation of an airport, heliport, or helistop $50.002. Bowling Pin and Bowling Alley Resurfacing and Refinishing: Bowling Pin refinishing or Bowling Lane Resurfacing $50.003. Cellulose Nitrate Motion Picture Film: Storage and handling of over 25lbs of cellulose nitrate film $50.004. Cellulose Nitrate Plastic $50.005. Combustible Fibers: Storage and handling of combustible fibers in excess of 100 cubic feet $50.006. Compressed Gas: Storage, use, or handling of more that 2,000 cubic feet of flammable compressed gas or 6,000 cubic feet or nonflammable compressed gas $50.007. Crude Oil Production $50.008. Cryogenic Fluids:

A. Production, storage or sale of cryogenic fluids B. Transportation on the highway of flammable cryogenic fluids in

excess of 120 gallons C. Transportation on the highway of liquefied oxygen or cryogenic

oxidizers in excess of 120 gallons D. Storage and transportation of nonflammable, nontoxic cryogenic

fluids in excess of 500 gallons E. Storage or use of more than 10 gallons of liquefied oxygen,

flammable cryogenic fluids or cryogenic oxidizers

$50.00

9. Dry Cleaning Plants: Operation of a dry cleaning plant $50.00 10. Explosives, Blasting Agents and Ammunition:

A. 48 Hours B. 7 Days C. 30 Days

1) To manufacture, possess, store, sell or otherwise dispose of explosive or blasting agents

2) To transport explosive or blasting agents 3) To use explosive or blasting agents 4) To operate a terminal for handling explosive or blasting

agents 5) To deliver to or receive explosives or blasting agents from a

carrier at a terminal between the hours of sunset and sunrise 6) To transport blasting caps or electric blasting caps on the

same vehicle with explosives

$125.00$250.00$500.00

203

11. Flammable and Combustible Liquids: A. Storage, handling or use of Class I flammable liquids in excess of 3

gallons in any dwelling or other place of human habitation, or in excess of 6 gallons in any other dwelling or other occupancy, or in excess of 10 gallons outside of any building; except that no permit shall required for the following:

B. Storage, handling or use of Class II or III liquids in excess of 25 gallons in a building; or in excess of 60 gallons outside a building, except for fuel oil used in connection with oil burning equipment

C. For the manufacturing, process, blending, or refining of flammable or combustible liquids. Applications for a permit shall be accompanied by plans showing the topography of the proposed site, the proximity of the plant to places of assembly, residential, or mercantile occupancies, and adequacy of water supply for fire control;

D. For the storage of flammable or combustible liquids in stationary tanks

$50.00

12. Flammable Finishes A. Spraying B. Dipping

Spraying or dipping operations utilizing more than 1 gallon of flammable or combustible liquid on any working day

$50.00

$50.0013. Fruit Ripening Processes: Crop ripening or coloring process $50.0014. Fumigation and Thermal Insecticide Fogging: Any fumigation or thermal insecticide fogging process $50.0015. Hazardous Chemicals:

A. Storage or handling of more than 55 gallons of corrosive liquids B. Storage or handling of more than 500 pounds of oxidizing materials C. Storage or handling of more than 10 pounds of organic peroxides D. Storage or handling of more than 500 pounds of nitro methane E. Storage or handling of more than 1,000 of ammonium nitrate

fertilizers and fertilizer mixtures F. Storage or handling of any amount of highly toxic material or

poisonous gas G. Storage or handling of more than one millieurie or radium or other

radioactive material H. Storage or handling of any amount of radioactive material for which

a specific license from the United States Nuclear Regulatory Commission is required

I. Filing fee for each Material Safety Data Sheet (MSDS) or other filing required by the Superfund Amendments and Reauthorization Act (SARA) of 1986

$50.00

$1.00 per sheet16. High Pile Combustible Stock: High pile stock in areas of more than 2,500 square feet (with 231 C Systems) $50.00

17. Liquefied Natural Gas: $50.00

204

18. Liquefied Petroleum Gas: Storage contain exceeding 299 gallons individual water capacity or combined container storage exceeding 499 gallons irrespective of individual container size $50.0019. Lumber storage: Any facility or operation in which more that 100,000 board feet of lumber is to be storage or used $50.0020. Magnesium: Melting, costing, heat treating machining, or grinding of more than 10 pounds of magnesium per working day $50.0021. Mechanical Refrigeration: Installation or operation of cylinders with more than 20 pounds of refrigerant

$50.00

22. Motion Picture Project: To operate a motion picture projection machine $50.00

23. Organic Coatings: Manufacturing of more than one gallon of organic coating on any working day $50.00

24. Ovens: Industrial baking or drying ovens using oil or gas fuel $50.00

25. Pipelines for Flammable or Combustible Liquids $50.0026. Places of Assembly:

A. Small: Any building or room or space within a building having a local occupancy of 100-700 persons which has been designed and intended to be operated, used, or maintained as a place of assembly

B. Large: Same as small assembly except exceeding 700 persons

$50.00

$50.0027. Pulverized particles (dust): Industrial processes producing combustible dusts $50.0028. Repair Garages: Any place of business using any building, shed, or enclosure for the purpose of servicing motor vehicles

A. Small: <5,000 square feet B. Large >5,000 square feet

$50.00$50.00

29. Tank Vehicles for Flammable & Combustible Liquids: Businesses of Delivery of flammable or combustible liquids from tank vehicles, Tank Bulk Storage Farm $50.0030. Tents and Air Supported Structures: Any tent or air supported structure exceeding 120 square feet in area or intended for the use of 10 or more people

$50.00

31. Tire Rebuilding Plant $50.0032 Wrecking Yard, Junk Yard or Waste Handling Plant: To conduct or maintain any wrecking yard, junk yard, or waste material handling plant $50.00

33. Underground Storage Tank Installation or Removal (Per Site) $200.00

34. Above Ground Storage Tank Installation or Removal (Per Site) $200.00

35. Temporary Kiosks $25.0036. Open Burning Permit:

A. Residential or Bonfire B. Commercial

No Charge$50.00

205

37. Semiconductor Fabrication Facilities: Using Hazardous Production Material (HPM); Any semiconductor fabrication facility which store, handle or use hazardous production materials Hazardous Production (Material-HPM)-a solid, liquid or gas that has a degree of hazard rating in Health, flammability or reactivity of Class 3 or 4 as ranked by NFPA Standard 704 $50.00 38. Welding and Cutting, Calcium Carbide and Acetylene Generators:

A. Welding or Cutting Exception (Welding or Cutting)

A. Welding or cutting in areas approved for the purpose B. Having an approved permit system established for the control of the

fire hazards involved Cylinders and container storage exceeding:

A. 2,000 cubic feet of flammable compressed gas B. 300 pounds of liquefied gas (LPG) C. 6,000 cubic feet of nonflammable compressed gas

Use or storage of calcium carbide in excess of 200 pound Operation of an acetylene generator having a carbide capacity exceeding 5 pounds $50.00

39. Matches: Manufacture or storage of more than 25 cases in aggregate $50.0040. Fireworks:

A. Manufacture B. Sale, Possession, Outdoor Public Display C. Indoor Public Display

$100.00$200.00$300.00

1. Photocopies: Copies of fire reports, documents, etc. to support office operation

$1.00Per sheet

Section C. Mandated State Inspections

1. Regular Inspections See Section E2. Imminent Hazard Violation (fine for EACH violation immediately).

Overcrowding Locked Exit Door Blocked Exit Door

$250.00

3. Other Non-compliance (fine for EACH violation) $50.00

Section D. Re-inspections $50.001. Fee after two inspections when owner/operator fails to comply with

code requirements and does not file an appeal (Paid by business owners or operators) $100.00

206

Section E. Municipal Interlocal Agreements 1. Periodic Inspections Within Municipalities and Municipal ETJ’s:

(Paid by contracting municipalities to perform fire code enforcement within their jurisdiction)

Same as Unincorporated

Area

2. Constructions Re-inspections: For multiple inspections in new commercial per construction (Paid by the contractor)

Same as Unincorporated

Area New Construction $0-$2,500 $2,501-$25,000 $25,001-$50,000 $50,001-$100,000 $100,001 and up Up-fits and change of use---same as new Plan Review Fee

$50.00

$175.00$350.00$500.00

(add $2.50 over $100,00)

$50.00Routine Inspections Manufacturing & Industrial 0-3,000 sq ft 3,001-5,000 sq ft 5,001-10,000 sq ft 10,0001-50,000 sq ft 50,001-100,000 sq ft Business & Mercantile 0-3,000 sq ft 3,001-5,000 sq ft 5,001-10,000 sq ft 10,001-50,000 sq ft 50,001-100,00 sq ft 100, 001 and up

$50.00$100.00$150.00$200.00$250.00$300.00

$50.00$100.00$150.00$200.00$250.00$300.00

Day Care $100.00

Rest Home $50.00/ or $10.00 per sleeping unit

Family Care Homes $50.00

Nursing Centers $50.00

Hospitals/Institutional Facilities $100.00

Foster Homes $25.00

ABC Permit $100.00

Churches $50.00

Schools $50.00

207

Residential/Dormitory $50.00 or $10.00 per sleeping unit

Work started without a permit $250.00 + permit

fee

Work finished without a permit $500.00 + permit

fees

NOTE

Imminent Hazard violation fines may be assessed immediately upon inspection. Regular noncompliance fines will be assessed after an agreed upon “correction” grace period. A re-inspection will be set up after the grace period and compliance will be determined.

208

Inspections Fees

New Homes & Modular Homes B E P M Up to 1200 sf $545.00 $274 $109 $81 $811200 to 2000 sf $710.00 $329 $163 $109 $1092001 to 3000 sf $898.00 $354 $218 $163 $1633001 to 5000 sf $1,009.00 383 $244 $191 $1915001 sf and up $1,009.00 (add $ 0.24/sf over 5000 sf) HRF (Homeowners Recovery Fund) $10.00 Temporary Service Pole Inspection Fee $55.00

Residential Additions/Remodel Up to 400 sf Base Fee+ $109.00401 sf to 800 sf Base Fee+ $163.00Trade Fees Elect, Plbg, & Mech 801 sq and up

$55.00

Use new home rateManufactured Homes

Without A/C With A/C Single Wides $245.00 $299.00Double Wides $299.00 $354.00Triple Wides $299.00 $354.00

Multi-Family Dwellings First Unit $818.00Each Additional Unit $218.00

Trade Fees Building $55.00Electrical $55.00Plumbing $55.00Mechanical $55.00

Houses Moved onto Lots Base Fee+ $163.00Trade Fees Elect, Plbg, & Mech

$55.00

Residential Accessory Buildings/Structures (Storage Bldgs, Garages, Carports, Decks, Porches, Gazebos, etc.)

Base Fee+ $109.00 Built on lotTrade Fees Elect, Plbg, & Mech $55.00

Swimming Pools Base Fee+ $109.00Trade Fees Elect & Plbg $55.00

Farm Accessory Buildings Trade Fees Elect, Plbg, & Mech $55.00

209

Nonresidential $0-$2,500 Trade Fee$2,501-$25,000 $215.00$25,001-$50,000 $421.00$50,001-$100,000 $831.00$100,001-$200,000 $1,647.00$200,001-$350,000 $2,858.00$350,000-$500,000 $4,026.00$500,001-$750,000 $5,326.00$750,001-$1,000,000 $6,721.00$1,000,001 and up (add $2.92/1,000 over 1 mil.) Over $25,000,000. Actual cost based on $55/hr

Service Pedestals Trade Fee (Elect) $55.00

Temporary Service Poles Trade Fee (Elect) $55.00

Re-inspection Fees Re-inspection Fees $61.00

ABC Permit Licensing Inspections Inspection Fee $163.00

Re-Issuance of Expired Building Permit 50% of original permit-(Permits expired for more than 18 months will not be re-issued. A new permit must be obtained)

Signs Base Fee+ $55.00Trade Fee (Elect) $55.00

ATM Base Fee+ $55.00Trade Fee (Elect) $55.00

Adult/Juvenile Group Home Inspections Inspection Fee $109.00

Housing Complaints Inspection Fee $55.00

City of Oxford-Verification of Utilities Inspection Fee $24.00

210

Planning Fees

Fee Zoning

Single Family, Two Family Dwelling, or Manufactured Homes $80.00All other Residential $55.00Commercial/Industrial & Additions

$250.00 for 0.25 to 1 acre$25.00 per acre over 1 acre

Sign $40.00 per each signRoad/Street Closings $75.00 plus the actual cost of processing

the request, advertising, mailing to adjacent property owners, etc.

Vested Right Approval $800.00 for 0.25 to 1 acre$25.00 per acre over 1 acre

Conditional Use Permit $900.00 for 0.25 to 1 acre$25.00 per acre over 1 acre

Variance $885.00Appeals $790.00Special Use Permit $2,400.00 for 0.25 to 1 acre

$25.00 per acre over 1 acreWireless Telecommunication Facilities $5,000.00Wireless Telecommunication Antenna Located on existing facility (co-location) $500.00Deposit for technical consulting review for wireless telecommunication facilities and antenna $4,000.00Appeal of Co-location Denial $1,000.00Zoning Map Amendment (re-zone) 995.00 for 0.25 to 1 acre

$25.00 per acre over 1 acreLand Development Ordinance Amendment $650.00Copy of Land Development Ordinance $25.00Land Development Ordinance CD-ROM Digital $30.0081/2”x11” GIS Generated Map (any scale) $5.00 per map36” x 36” Official Zoning/Watershed Map (1 inch=800 feet scale) $25.00 per map40” x 36” Official Zoning/Watershed Map (Entire County) $25.00

Subdivision Exception Plat $25.00 per plat signedMinor or Family Subdivision Plat $50.00 plus $10 per each lot including

residual tract or lot Major Preliminary Subdivision Plat $1,100.00 plus $25 per lot over 1 lot

including residual tract or lot

211

Major Final Subdivision Plat $605.00 plus $25 per lot over 1 lot including residual tract or lot

Subdivision Variance $165.00 per subdivision application Private/Public Road Sign $125.00 or actual cost for sign &

installation or whichever is higherWatershed Protection

Single Family Residential $15.00Other Residential Uses $30.00 plus $10 per each additional acre

over one acreNon-Residential Uses $50.00 plus $10 per each additional acre

over 1 acreMinor or Family Subdivision Plat $5.00 plus $1 per each lot including

residual tract or lotMajor Preliminary Subdivision Plat $30.00 plus $5 per each lot including

residual tract or lot Major Final Subdivision Plat $20.00 plus $2 per each lot including

residual tract or lotException Plat $25.00 per plat signedSpecial Intensity Bonus Density Allocation (SIBDA) $.10 per square foot

212

Register of Deeds Fees

Vital Records $10.00Birth Certificate Amendments $10.00Delayed Birth Certificate Preparation $20.00Birth Certificate Legitimations $10.00Marriage License (Total)

A. Children’s Trust (Included in Total) B. Domestic Violence (Included in Total)

$60.00$5.00

$30.00Notary Oaths $10.00Certified Copies $5.00 for 1st page $2 each additional pagePlat Copies $.50UCC Search $30.00UCC Search Copies $1.00Old Deed/Marriage Copies $0.25Verification (Probate) $2.00Photocopies $0.25Miscellaneous Documents $12.00 1st page $3 each additional page Deeds Deeds of Trust

$17.00 1st page $3 each additional page $28.00 1st page $3 each additional page

Excise Stamp Tax $1.00 + 2% per 1,000Excise Recreation/Heritage $1.00 -2% per 1,000UCC Fixture Filings & Amendments (FF) $38.00 up to 2 pages $45 if more than 2 pages

plus $2 per page over 10 pagesCertification Notary $2.00Non-Standard Document Fee $25.00

213

Library Fees

Fee Overdue Fines for Books, Magazines, and Music CDs and VHS Tapes

$0.15/day$5.00 maximum

Overdue Fines for DVDs and Books on Tape or CD

$0.50/day$15.00 maximum

Overdue Fines for “Boodle Bags” $1.00/day$15.00 maximum

Replacement Cost of a Library Card Within a Three (3) Year Period $1.00Sending Faxes $1.00/pageReceiving Faxes $0.50/pageComputer Printing-black & white $0.10/pageComputer Printing-color $1.00/pageGenealogy Research Fee (Applies only to requests for research made by mail or email) $5.00Processing fee to be added to final statement. Not to be refunded if item is returned $5.00Charge for out-of county residents $15.00/annualPatrons to pay their own Inter Library Loan half/actual cost

Postage at half the actual cost

Replacement costs for lost materials (with exception of “Boodle Bag”

Average cost of purchase

Replacement costs for lost items in “Boodle Bags”

Actual Replacement Costs

214

Senior Services Fees

All services provided through the Senior Centers in Granville Count are generally provided at no cost to the participants except for the Fitness Programs. Donations are accepted if a participant wishes to make one.

The following charges apply to the Fitness Program.

Fee Stretch and Wiggle No charge

Joining Fitness Program, which includes: Low Impact Aerobics

Use of fitness Equipment and Water aerobics

$32.00 per quarter

“Scholarships” are available for the Fitness Programs. Please apply with any of the Senior Services Staff

215

General Government Fees

Non-Departmental fees are set for each office of County Government. These fees should be followed by all County Employees unless the fee is specifically set by General Statutes or by an adopted Granville County Ordinance.

Fee Returned Check Fee $25.00Photocopies (other data collection/copying)

$0.10ID Fee (labor cost plus materials $4.00

216

Solid Waste Management Fees

Fee Use of Convenience Centers Households not having a recognized collections service (per ordinance) $81.00 per yearUse of Convenience Centers Households having a recognized collections service $15.00 per yearConstruction & Demolition tipping Fee $32.00 per tonLump sum disposal fee per single wide mobile home

$250.00Clean Yard Waste/Land Clearing Debris/Inert Debris

Pickup truck Single axle truck Tandem truck Tandem 14 Trailer (22 feet)

$32.00 per ton

Mulch ($5.00 for material + $5.00 for loading) $10.00Animal Carcasses No chargeAsbestos $40.00 per tonCommercial Certified Weight $5.00

217

Granville Athletic Park Fees

Practice Field $10/per 1 ½ hr½ Soccer Field $15/per 1 ½ hr

Soccer, Baseball, Softball Field or Basketball Goals

$22/per 1 ½ hr

Lighted Baseball/softball/Soccer

Non Resident rates are two times the posted residential rates Facilities

Half Day Full Day Picnic Shelter $50.00 $100.00

Sports Pavilion $150.00 $250.00Amphitheater $150.00 $250.00

Spray Park Spray Park Available by appointment (Tue-Sat 10 am -1pm)

$50.00/hr Group Rentals Open to General Public (Tue-Sun 1pm-7pm) $1.00 per person

Spray Park is open between Memorial Day and Labor Day at the days and time specified

above

Tournament Tournament Rental is Friday 5pm -10pm, Saturday 8am-10pm and Sundays 1pm-10pm.

Additional time is billed at the resident rate for specific field type.

$200.00 per Field Special Note

1. Sound System Rental including setup is available for $100.00 2. Field Rentals are based on 1.5 hours of rental use 3. Half day rental is less than 5 hours, full day rentals is 5 hours or more during the

day. 4. Tournament rates include; field lights if applicable, baseball/softball fields lined

once each day baseball/softball drag once each day, and one conference room. 5. Additional baseball/softball drag and/or lining is available at a rate of $20.00 per

field

218

GRANVILLE COUNTYCONTACT LIST

Board of Commissioners (919) 693-4761 [email protected]

Board of Elections (919) 693-2515 [email protected]

Board of Education (919) 693-4613 http://www.gcs.k12.nc.us/granville

Cooperative Extension Service (919) 603-1350 [email protected]

County Manager (919)693-5240 [email protected]

Detention Center (919) 693-3717 [email protected]

Development Services (919) 603-1326 [email protected]

Economic Development Commission (919) 693-5911 [email protected]

Emergency Management (919) 603-1310 [email protected]

Finance Department (919) 693-4182 [email protected]

Fire Services (919) 603-1310 [email protected]

Forestry Administration (919) 693-3154 [email protected]

General Services/Court Facilities (919) 603-5335

Granville Athletic Park (919) 693-3716 [email protected]

Granville County Library System (919) 693-1121 [email protected]

Human Resources (919) 690-1766 [email protected]

Information Technology (919) 603-1308 [email protected]

Internal Audit (919) 693-9539 [email protected]

Register of Deeds (919) 693-6314 [email protected]

Senior Services (919) 693-1930 [email protected]

Sheriff's Department (919) 693-3213 [email protected]

Social Services (919) 693-1511 [email protected]

Soil and Water Conservation (919) 693-4603 [email protected]

Solid Waste Management (919 603-1354 [email protected]

Tax Administration (919) 693-4181 [email protected]

Vance Granville Health Department (919) 693-2141 http://www.gvdhd.org

Veterans Services (919) 693-1484

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